–grand design– · companies act that affect financial and accounting matters are summarized...

TRANSFORMATION PLAN “YAMATO NEXT100”

–GRAND DESIGN–

Annual Review 2020

01

08 22

14 24

56

INTRODUCTION

MESSAGE FROM MANAGEMENT

OVERVIEW OF OPERATIONS

01 Editorial Policy / Profile

02 Group Corporate Philosophy

04 Business Structure

05 Organization

06 Performance Highlights

08 Message from the President 22 Overview of Operations by Segment

FINANCIAL SECTION

COMPANY INFORMATION

24 Ten-Year Summary and Business Highlights

26 Consolidated Balance Sheet

28 Consolidated Statement of Income

29 Consolidated Statement of

Comprehensive Income

30 Consolidated Statement of Changes in Equity

31 Consolidated Statement of Cash Flows

32 Notes to Consolidated Financial Statements

53 Independent Auditor’s Report

56 Global Network

57 Corporate Data / Stock Information

TOPICS

14 Impact of COVID-19 Infections and

the Company’s Strategy

16 Digital Transformation of TA-Q-BIN

18 Establishment of an EC Ecosystem

20 Strengthening of Corporate

Logistics Business

Annual Review 2020 Integrated Report 2020*

Information regarding our efforts that contribute to improving the corporate value of the Group over the medium to long term, including our new medium-term manage-ment plan and ESG initiatives.

Overview of the per-formance and initia-tives during the fiscal year ended March 31, 2020

Editorial Policy

Having built up long-standing relationships of trust with all of

its many and varied stakeholders, the Yamato Group dis-

closes not only information of a legal nature but also infor-

mation considered necessary for stakeholders. The Group

adopted the policy that such information shall be conveyed

promptly and accurately as well as fairly and equitably.

The Yamato Group intends to publish Integrated Report

2020 during the second half of the fiscal year ending

March 31, 2021. Ahead of its publication, we have created

Annual Review 2020 with the main purpose of facilitating

an understanding of the performance of the Group during

the fiscal year ended March 31, 2020 and the initiatives we

are currently promoting. With Integrated Report 2020, we

will communicate the broad range of efforts we pursue that

contribute to improving the corporate value of the Group

over the medium to long term, including our new medium-

term management plan, which will be carried out in accor-

dance with our Transformation Plan “YAMATO NEXT100,”

as well as our ESG initiatives.

Forward-Looking Statements

This integrated report contains forward-looking statements concerning Yamato Holdings’ future plans, strategies, and performance. These statements represent assumptions and beliefs based on information currently available and are not historical facts. Furthermore, forward-looking statements are subject to a number of risks and uncertainties that include, but are not limited to, economic conditions, customer demand, foreign currency exchange rates, tax laws, and other regulations. Yamato Holdings therefore cautions readers that actual results may differ materially from these predictions.

INTRODUCTION

Contents

* To be published in the second half of the fiscal year ending March 31, 2021

The Yamato Group’s Important Role as a Part of Social Infrastructure

Since its founding in 1919, the Yamato Group has created a large number of services that were

unprecedented in their time, starting with TA-Q-BIN. By doing so, the Group has established

itself as a corporate group that serves as a crucial part of social infrastructure.

As we have just moved beyond the significant milestone of our 100-year anniversary, we are

seeing significant changes occurring rapidly in our business environment, including the diversifi-

cation of customer expectations and needs, the shift to EC (e-commerce) in various industries,

a decline in the overall population, the deterioration of infrastructure in rural communities, a

shrinking workforce, and climate change and resource shortages. To realize a sustainable soci-

ety under these circumstances, the active participation of corporations in the resolution of social

and environmental issues is becoming even more important.

As a corporate group that serves as a crucial part of social infrastructure, the Yamato Group

will continue to confront social issues and create “new logistics ecosystems” that meet the

needs of customers and society at large. In this way, we will realize sustainable growth and

improve our corporate value as we work to continue to sustainably contribute to the creation

of an enriched society, which is the goal laid out in our Management Philosophy.

Domestic Parcel Delivery Market Share*2 (Year Ended March 31, 2019)

No.1 42.3%

Proportion of Japan Covered by TA-Q-BIN Network (As of March 2020)

100%

TA-Q-BIN Centers (As of March 2020)

Approx.

7,000*1

TA-Q-BIN Annual Delivery Amount (Year Ended March 31, 2020)

Approx.

1.79billion parcels

Employees (As of March 2020)

Approx.

224,000

Sales Drivers (As of March 2020)

Approx.

60,000

*1 Number of organizations*2 Calculated based on the “Survey and Calculation Method for Parcel

Delivery Amount” (provisional translation) complied by Japan’s Ministry of Land, Infrastructure, Transport and Tourism. Figures for “Domestic Parcel Delivery Market Share” are based on our perfor-mance in the fiscal year ended March 31, 2019, as the results of the above survey for the fiscal year ended March 31, 2020, have yet to be announced as of September 30, 2020.

01YAMATO HOLDINGS CO., LTD. Annual Review 2020

INTRODUCTION

1. We all represent the Company.

This value represents the spirit of “inclusive management,” whereby employees make

decisions based on their own judgments and engage with our customers and business

partners with an awareness that they represent the Company.

2. We connect our customers’ hearts with every delivery.

This value defines deliveries as not simply the transportation of goods, but rather

a chance for us to connect with our customers’ hearts and offer them joy.

3. We conduct ourselves both professionally and ethically.

This value reflects the importance of ensuring that all our employees adhere to laws and

regulations as members of society while conducting themselves in an ethical manner.

Group Corporate Philosophy

Core Values

Management Philosophy

Yamato helps enrich our society by enhancing our social

infrastructure, creating more convenient services for evolving

lifestyles and industries, and developing innovative logistics

and distribution systems.

The Yamato Group’s foundation lies in its Core Values, which

serve as the spirit of the Group’s founding and have remained

unchanged since their establishment in 1931. Over the next 100

years, we aim to remain a corporate group that is trusted by

stakeholders through the promotion of initiatives supported by

our Group Corporate Philosophy, which was created based on

our unchanging Core Values.

02 YAMATO HOLDINGS CO., LTD. Annual Review 2020

INTRODUCTION


INTRODUCTION

Overview of Our Group

Corporate Philosophy

Management Philosophy

Our Management Philosophy serves as the purpose for operat-ing our businesses and provides the direction toward which we should aim as a company.

Corporate Stance

Our Corporate Stance serves as our promise to society and rep resents our basic approach that we constantly implement with the aim of realizing our Management Philosophy.

Employee Code of Conduct

The Employee Code of Conduct lays out the ideal approach and mindset that all members of the Yamato Group should have as they engage in their daily work in accordance with the Management Philosophy and Corporate Stance.

Core ValuesOur Core Values encapsulate our fundamental way of thinking and can be considered

as the spirit of our founding. Within our Group Corporate Philosophy,

we position these Core Values as the foundation of the Yamato Group.

Yamato Corporate Philosophy

社社

社社

社社社

Stakeholders

Partners

Shareholders

Customers

Local Communities

Employees

Composition Ratio of Operating Revenues

Delivery

In the Delivery Business, the Yamato Group concentrated on TA-Q-BIN-centered business development, aiming to provide infrastructure that best suits our customers and contribute to enriching people’s lives.

BIZ-Logistics

In the BIZ-Logistics Business, the Yamato Group is providing custom-ers with innovative logistics systems by combining management resources such as the TA-Q-BIN network with logistics functions, main-tenance and recall handling functions, cleansing functions for medical devices, and international transportation functions.

Home Convenience

In the Home Convenience Business, the Yamato Group is working to deliver greater convenience and comfort to the lives of customers through the provision of its lifetime lifestyle support services, including the My Moving service, a moving service for individual customers, and the Raku Raku Household TA-Q-BIN service, which helps transport and set up large furniture and household appliances.

e-Business

In the e-Business, the Yamato Group helps customers streamline their business processes and solve potential issues by proactively develop-ing the solution platform business, which combines logistics and finan-cial technology with information technology.

Financial

In the Financial Business, the Yamato Group has been developing set-tlement and financial services tailored to a range of customer needs for payment collection of mail-order products and business-to-business transaction settlement.

Autoworks

In the Autoworks Business, the Yamato Group develops services that improve the operating efficiency of customer assets, including vehicle maintenance services for customers in the transport company that ensure safe vehicle operation and increase the length of time that vehicles can operate, thereby ensuring operation without interruption.

Other Services

The Yamato Group’s Other Services segment provides box charter services, such as the JITBOX Charter service, and extensive shared services centered on the trunk-route transport business.

Delivery Business

Non-Delivery Businesses

8.8%

1.7%

1.9%

4.7%

1.5%

1.0%

80.4%

Operating Revenues

¥1,630.1billion

(Year Ended March 31, 2020)


xxxx

Business Structure

INTRODUCTION

OrganizationAs of March 31, 2020

Yamato Holdings Co., Ltd.

■ Consolidated subsidiaries: 39 companies ● Non-consolidated subsidiaries: 22 companies ◆ Equity-method affiliates: 19 companies

Delivery

BIZ-Logistics

Home Convenience

e-Business

Financial

Autoworks

Other Services

■ Yamato Transport Co., Ltd.■ Okinawa Yamato Transport Co., Ltd.■ Yamato Global Express Co., Ltd.■ Express Network Co., Ltd.■ Yamato Dialog & Media Co., Ltd.

■ Yamato (China) Transport Co., Ltd.◆ Packcity Japan Co., Ltd.◆ SCG Yamato Express Co., Ltd.

■ Yamato Contact Service Co., Ltd.■ Yamato Staff Supply Co., Ltd.

■ Yamato Logistics Co., Ltd.■ Yamato Global Logistics Japan Co., Ltd.■ Yamato Packing Service Co., Ltd.■ Yamato Packing Technology Institute Co., Ltd.■ Konan Industry Co., Ltd.

■ Yamato Transport Europe B.V.■ Yamato Transport U.S.A., Inc.

■ Yamato International Logistics Co., Ltd.■ Yamato Logistics (Hong Kong) Ltd.

■ Yamato Transport (S) Pte. Ltd.■ Taiwan Yamato International Logistics Inc.

■ Yamato Transport (M) Sdn. Bhd.● Yamato Transport Mexico S.A. de C.V.● Yamato Logistics India Pvt. Ltd.● PT. Yamato Indonesia● Yamato Logistics Vietnam Co., Ltd.● OTL Asia Sdn. Bhd. and 6 other companies● 8 other companies◆ GD Express Carrier Bhd. and 15 other companies◆ Guangzhou Wisepower Transportation & Distribution Group Co., Ltd.

■ Yamato Home Convenience Co., Ltd.

■ Yamato System Development Co., Ltd.■ Yamato Web Solutions Co., Ltd.● ISS Co., Ltd.

■ Yamato Financial Co., Ltd.■ Yamato Credit & Finance Co., Ltd.■ Yamato Lease Co., Ltd.*● President Collect Service Corp.

■ Yamato Autoworks Co., Ltd.■ Yamato Autoworks Iwate Co., Ltd.■ Yamato Autoworks Hokushinetsu Co., Ltd.■ Yamato Autoworks Shikoku Co., Ltd.■ Yamato Autoworks Okinawa Co., Ltd.

■ Yamato (China) Company Limited.■ Yamato Investment (Hong Kong) Ltd.■ Yamato Asia Pte. Ltd.■ Box Charter Co., Ltd.

■ Yamato Box Charter Co., Ltd.■ Yamato Management Service Co., Ltd.■ Yamato Multi Charter Co., Ltd.

● Swan Co., Ltd.■ Kobe Yamato Transport Co., Ltd.

* On April 1, 2020, the Company carried out the partial transfer of shares held in Yamato Lease Co., Ltd. As a result, Yamato Lease has changed from a consolidated subsidiary to an equity-method affiliate.


INTRODUCTION

Performance Highlights Year Ended March 31, 2020

2016/3 2017/3 2018/3 2019/3 2020/30

450

900

1,350

1,800

Operating Revenues

(¥ billion)

Delivery business Non-delivery businesses

1,630.1

2016/3 2017/3 2018/3 2019/3 2020/30

20

40

60

80

Operating Profit

(¥ billion)

44.7

2016/3 2017/3 2018/3 2019/3 2020/3

0

1,000

2,000

(6)

0

6

12

TA-Q-BIN Delivery Amount / TA-Q-BIN Unit Price Growth Rate (YoY)(Millions of parcels) (%)

TA-Q-BIN delivery amount (left scale) TA-Q-BIN unit price growth rate (YoY) (right scale)

1,799

2016/3 2017/3 2018/3 2019/3 2020/30

15

30

45

0

3

6

9

Profit Attributable to Owners of Parent / ROE

(¥ billion) (%)

Profit attributable to owners of parent (left scale) ROE (right scale)

22.3

2016/3 2017/3 2018/3 2019/3 2020/3(100)

(75)

(50)

(25)

0

25

50

75

100

125

Operating and Investing Cash Flows / Free Cash Flows*1

(¥ billion)

Cash flows from operating activities Cash flows from investing activities Free cash flows

24.4

(49.9)

74.4

0

200

400

600

0

50

55

60

2016/3 2017/3 2018/3 2019/3 2020/3

Total Shareholders’ Equity / Shareholders’ Equity Ratio

(¥ billion) (%)

Total shareholders’ equity (left scale) Shareholders’ equity ratio (right scale)

555.1

50.4%

4.0%1.8%

Financial Information

Operating revenues amounted to ¥1,630,146 million, up 0.3% year on year, due mainly to an increase in the TA-Q-BIN unit price

amid the promotion of structural reforms in the Delivery Business. Operating profit came to ¥44,701 million, down 23.4%, owing in

part to an increase in personnel expenses, which offset a decline in commission expenses resulting from efforts to strengthen our

pickup and delivery systems. As a result, profit attributable to owners of parent stood at ¥22,324 million, a decline of 13.1%, and

ROE was 4.0%, decreasing 0.6 of a percentage point.

INTRODUCTION


Non-Financial Information

The medium-term management plan “KAIKAKU 2019 for NEXT100” concluded in 2019, the year that marked our 100th anniversary.

Guided by this plan, we promoted structural reforms with the aim of reinforcing our management foundation to realize sustainable

growth, while also placing “Work Style Reform” at the center of our management. To that end, we worked to establish rewarding,

employee-friendly working environments by controlling working hours and stringently enforcing other work rules, reducing total

working hours, and encouraging a better work–life balance, which led to positive results in our employee awareness survey. In these

ways, we made steady progress with “Work Style Reform,” our top priority issue.

Number of Employees

Number of Members of Kuroneko Members Service(Millions of members)

Rate of Resignation*5

(%)

Working Styles Awareness Surveys*4

(%)

2017/3 2018/3 2019/3 2020/30

8

16

24

32

40Approx. 39 million

2017/3 2018/3 2019/3 2020/30

2

4

6

8

3.9%

Employee-friendly Rewarding Desire to continue employment

2017/3 2018/3 2019/3 2020/30

20

40

60

80 70.6%

67.6%69.9%

Percentage of Annual Paid Vacation Days Taken per Employee*3

(%)

Number of PUDO Station Units Installed / Ratio of Deliveries Received at Non-Residential Locations*6

(Units) (%)

Number of PUDO station units installed (left scale) Ratio of deliveries received at non-residential locations (right scale)

2017/3 2019/32018/3 2020/30

1,100

2,200

3,300

4,400

5,500

0

2

4

6

8

10

6.5%

5,476

Implementation Status of Total Working Hours of Employees*2

2017/3 2018/3 2019/3 2020/30

50,000

100,000

150,000

200,000

250,000 224,945

2017/3 2018/3 2019/3 2020/30

20

40

60

80

100 89.1%

Decrease in number of employees whose overtime hours exceeded 80 hours per month

Decrease in overtime hours per employee

2017/3 2018/3 2019/3 2020/30

20

40

60

80

100

52.0

0.1

*1 Free cash flows = Cash flows from operating activities + Cash flows from investing activities*2 Figures based on actual results for 2017/3 as 100 (Scope: Full-time employees of Yamato Group companies in Japan)*3 Number of annual paid vacation days taken per employee in respective fiscal year ×100 Number of annual paid vacation days granted per employee in respective fiscal year (Scope: Full-time employees of Yamato Group companies in Japan)*4 We administer awareness surveys regarding working styles on an annual basis in order to come up with more effective “Work

Style Reform” initiatives centered on management. (Scope: Full-time and part-time employees of Yamato Group companies in Japan)

*5 Number of employee resignations in respective fiscal year (of their own accord) ×100 Number of registered employees as of respective fiscal year-end + Number of employee

resignations in the respective fiscal year (including those due to retirement, etc.) (Scope: Full-time employees of Yamato Group companies in Japan)

*6 Figures are as of March of each fiscal year.

INTRODUCTION


Message from the President

Yutaka NagaoRepresentative Director,President and Executive Officer

The Yamato Group has commenced its

Transformation Plan “YAMATO NEXT100.”

From “Maintaining Delivery”

to “Innovating Delivery”

We will spur customer-oriented

innovations to create new value

for society.




The Group’s Response to the Rapidly Changing External Environment

Continuing Business Operations with Customer and

Employee Safety as Our Top Priority

I would first like to offer my thoughts and prayers to those

who have contracted the novel coronavirus disease (COVID-

19) as well as those who have had their businesses and life-

styles impacted by the spread of the virus. In addition, I would

like to express my deepest gratitude to those working dili-

gently to maintain the social infrastructure, starting with the

medical professionals who are working around the clock to

protect people’s health on the front lines.

Amid the declaration of the nationwide state of emergency

in Japan, the Yamato Group decided to continue its business

operations, as a crucial part of social infrastructure, to help

people maintain their lifestyles. Of course, the decision to do

so was not an easy one as it was made under unprecedented

circumstances in the external environment. While the Group is

grounded in its Management Philosophy of contributing to

society as a crucial part of social infrastructure, ensuring the

safety and peace of mind of our employees and their families

as well as our business partners and customers was the pre-

requisite for deciding to continue our business operations.

Based on this prerequisite, we continued our business opera-

tions while enacting a broad range of measures to prevent the

spread of COVID-19. For our customers, we conducted non-

face-to-face home deliveries and worked to ensure social dis-

tancing at our sales offices. For our employees, we procured

the necessary masks and disinfectant for them to protect

themselves against the virus. We also thoroughly monitored

the health of employees through measures such as requiring

employees to take their temperature before reporting to work.

In addition, we asked employees at high risk for severe com-

plications from contracting the virus to refrain from coming to

work and offered special paid leave.

Since people began to refrain from going outside toward

the end of March, delivery amounts related to e-commerce

(EC) have increased due to the impact of consumption from

people staying home. In addition, there was an increase in

demand related to Mother’s Day in May. As a result of such

factors, our frontline operations have continued to deal with a

high level of pressure. Amid these challenging circumstances,

which drastically differ from normal times, the reason we have

been able to continue our business operations without once

halting the movement of goods has been the unrelenting

efforts of our employees who have maintained a high morale.

For that, I would like to express my sincere gratitude to each

and every one of our employees.

Accelerating Our Response to Social Environmental Changes

and Turning These Changes into Growth Opportunities

In regard to the near term, the spread of COVID-19 infections

has had both a positive and negative impact on our per-

formance. On the one hand, delivery amounts related to

e-commerce have increased, while on the other hand, we

have faced sluggish conditions in terms of our businesses

aimed at corporate clients and international logistics. Amid

these circumstances, it is more important than ever that we

focus our attention on the growth opportunities created by

the social changes that are occurring.

Over the past several years, there has been a shift to digi-

talization in various industries, which has dramatically trans-

formed the way products and services are bought and sold.

Furthermore, as a result of the spread of COVID-19, medical

examinations, education, and other services that were pri-

marily performed face-to-face have been moving to online

platforms at an increasingly high rate. Going forward, we

believe that such social changes will continue to accelerate.

For the Yamato Group, which maintains contact points with a

broad range of customers, including individual and corporate

clients as well as local governments, these kinds of changes

will likely expand the domains in which we can leverage our

strengths and management resources over the medium to

long term. The Transformation Plan “YAMATO NEXT100,”

announced in January 2020, clearly signifies the direction

the Group needs to head in these times of unprecedented

change. Accordingly, if we can accelerate efforts that can

steadily lead us in this direction, then I am confident we will

be able to turn these social environmental changes into

growth opportunities.

Further Enhancing In-House Communication and Productivity

To accelerate our Companywide response to these changes,

we must take steps to invigorate in-house communication. As

president, I do not rely solely on reports from other top man-

agement members or personnel in the managerial ranks.

Rather, I place emphasis on obtaining the latest information

directly from the parties involved. When information remains

confined to our frontline personnel, this leads to delays in the

decision-making and implementation of future initiatives, and

in turn significantly decreases the speed of our management.

To truly accelerate our response to the rapidly changing exter-

nal environment, it is imperative that the members of our top

management, including myself, and personnel in managerial

positions actively engage in in-house communication so that




we can take swift action and expand our outlook toward the

Company’s businesses.

Furthermore, the spread of COVID-19 infections has actu-

ally given us the opportunity to dramatically increase com-

munication via remote methods, in addition to traditional

face-to-face communication, and this has had an extremely

positive impact on the Group as a whole. We operate roughly

4,000 sales offices and approximately 70 terminals across

Japan, and we have employees serving as managers that

work in all parts of the country. By making it easier to

communicate with these employees, we are able to gain an

understanding of information from the front lines in a timelier

fashion. The introduction of these new remote frameworks

has not only enhanced communication but also decreased the

time needed for meetings and transportation, thereby improv-

ing productivity. Also, while maintaining a focus on the so-

called “new normal” era, which will come after the COVID-19

pandemic ends, we will utilize digital technologies in a manner

that best fits the Yamato Group in an effort to enhance pro-

ductivity and realize working style reforms.

The Transformation Plan “YAMATO NEXT100”

From “Maintaining Delivery” to “Innovating Delivery”

—Creating New Ways of Delivery through Innovation

We were fortunate enough to celebrate our 100th anniversary

in November 2019. Looking back on our history, we have con-

sistently spurred innovation while at the same time transform-

ing the nature of our business itself. The first major innovation

was launching Japan’s first route-based, regular delivery ser-

vice in 1929. The second was the development and launch of

the TA-Q-BIN service in 1976. For our third major innovation,

we have been promoting “Value Networking” since 2013.

Currently, we are aiming to offer new value to the corporate

domain, however, to be honest, I feel that the current position

of the Yamato Group has primarily resulted from the continua-

tion of the expansion phase of the TA-Q-BIN service.

To that end, the Transformation Plan “YAMATO NEXT100,”

announced on January 23, 2020, lays out a management

agenda for spurring innovation once again. Starting with the

TA-Q-BIN service, we have thus far been committed to pro-

viding transport services on our own initiative. While we do not

necessarily intend to abandon that commitment, there is only

so much value we can offer if we only pursue that approach.

During the formulation of “YAMATO NEXT100,” we focused

on the concept of evolving from “maintaining delivery” to

“innovating delivery.” What will be needed for logistics com-

panies going forward is the ability to manage and tackle the

issue of aligning management resources such as human

resources, functions, and know-how with customer needs

and data. If there are necessary functions and technologies

that the Group does not possess, we must either work to

incorporate them on our own or pursue them through collabo-

ration with external institutions. In other words, we need to

consider not simply “transporting goods” but rather how we

can “create new ways of transport” and how we can “create

value through transport.” This is our vision for the Group going

forward, and it is imperative that we swiftly equip ourselves

with the capabilities to reach this vision.

Revamping the Group’s Management Structure to Return to

Our Customer-Oriented Way of Thinking

We are currently proceeding with preparations to revamp the

Group’s management structure as part of our infrastructure

reforms. For the first step in this process, in April 2021 we

planned on transitioning to a “One Yamato” management

structure by having the current holding company, Yamato

Holdings, carry out absorption-type mergers and absorption-

type company splits involving eight Group companies.




However, due to the impact of COVID-19, there would likely

be delays to various procedures involved in this process,

including receiving government permission. Accordingly,

from the perspective of risk management, we have decided

to switch to a scheme under which Yamato Holdings remains

as a true holdings company while Yamato Transport Co., Ltd.

conducts absorption-type mergers and absorption-type com-

pany splits involving seven of its subsidiaries. With that said,

we intend to steadily execute the infrastructure reforms

adopted under “YAMATO NEXT100” without making any sub-

stantial changes to them.

Our biggest aim when adopting our current management

structure in 2005 was to enhance the independence of our

non-delivery businesses and promote further growth.

However, in the 15 years since then, the external environment

surrounding the Group has undergone dramatic changes.

While there are naturally still benefits of maintaining our current

management structure, there are also several negative

aspects of doing so. For example, although the original pur-

pose of adopting a pure holdings structure was to ascertain

customer needs on a Groupwide basis to offer optimal pro-

posals that combined the strengths and management

resources of each of our businesses, the division into operat-

ing companies provided these companies with a high level of

independence, which in turn created barriers between organi-

zations that resulted in a “silo” effect. Accordingly, we have

ended up in a situation where we make proposals that are

optimized to each individual business and not on a Groupwide

basis. In addition, costs are needed to maintain each operat-

ing company, and we also have to allocate human resources

to back-office divisions in each operating company. This has

led to an inability to leverage our management resources in

the best way possible.

Above all else, the most significant issue that has arisen

from all these factors has been the gradual decline of the

Group’s customer-oriented corporate culture. To spur innova-

tion, we need to consider various aspects, including product

and service design and IT systems, from a customer-oriented

perspective and act accordingly. However, taking a look at our

in-house operations, while our frontline employees such as

sales drivers, who naturally have contact with the customer,

consider and act from a customer-oriented perspective, I feel

that the focus on the customer by our personnel in the mana-

gerial levels and above is lacking.

Therefore, the main purpose for revamping the Group’s

management structure is to once again have all Group

employees return to a customer-oriented way of thinking.

Reforming our awareness in this manner requires a change in

our organizational structure, and we cannot make a genuine

change from the ground up simply through training seminars

and messages from the top management. By revamping the

Group’s management structure and implementing reforms that

start with our organizational frameworks, we will once again

become a corporate group that thinks and acts from a cus-

tomer-oriented perspective.

Implementing Three Business Reforms for New Growth

Under “YAMATO NEXT100,” we are promoting three busi-

ness reforms with the goal of stabilizing our revenue and

profit base, strengthening our relationships with customers,

and realizing new growth in the EC and corporate logistics

domains.

The first business reform is the digital transformation of

TA-Q-BIN. Tackling this reform as our top priority issue, we are

working to revamp our core IT systems. The structure of these

core systems has become overly complex as we have been




expanding these systems on an individual basis, as needed,

since the launch of the TA-Q-BIN service. In the past, these

core systems made full use of the latest technologies, how-

ever, with the rise of e-commerce and on-demand service and

communication, it is now imperative that we revamp these

core systems if we are to truly realize the digital trans formation

of TA-Q-BIN.

The second business reform is the establishment of an EC

(e-commerce) ecosystem. In terms of this reform, we have

launched the new delivery service EAZY in June 2020, which

is geared toward e-commerce companies. By connecting

customers who use e-commerce platforms with e-commerce

companies and delivery service providers in real time using

digital information, EAZY thoroughly enhances the conve-

nience, safety, and efficiency, of purchasing, delivering, and

receiving products. Accordingly, EAZY acts as a service that

will help realize sustainable growth in the e-commerce

domain. This service relies on the linkage of IT systems with

information provided to customers in real time, and therefore

our core IT systems play a key role in making this service pos-

sible. While taking into account the impact of COVID-19, we

are accelerating efforts toward the establishment of an EC

ecosystem and, going forward, will strive to steadily provide

new added value.

The third business reform is the strengthening of our corpo-

rate logistics business. In this business domain, we are pro-

moting account management through the consolidation of

Group sales organizations and management resources. In

October 2019, we began pursuing account management

under the “One Team” structure, which seeks to virtually inte-

grate the corporate sales division of Yamato Transport with

Yamato Logistics, which specializes in the corporate domain,

and the corporate sales division of all other Group companies.

From April 2021, we will strive to complete this integration of

corporate sales divisions through the revamping of our man-

agement structure, thereby cultivating corporate logistics as

a new business pillar.

Transitioning to Data-Driven Management by Balancing

Digital with Analog

In the spring of 2020, we consolidated the Group’s IT func-

tions with the aim of transitioning to data-driven management,

which will serve as our foundation for future growth. We have

prepared a state-of-the-art IT office where approximately 60 IT

technicians work on a daily basis to compile data and build a

data analysis foundation. Revamping our core IT systems

and compiling data will take a considerable amount of time.

However, considering the Group’s extensive customer founda-

tion and large amount of data derived from customer contact

points, as well as the various aspects of our operations that

still rely on analog technologies, I believe we have tremendous

potential to spur innovation through digitalization.

The most important issue to address in the promotion of

data-driven management is our own understanding of digital

characteristics, as we are the ones utilizing the data. I always

make it a point to tell our personnel in the managerial ranks

and our other employees that IT and digital technologies will

not automatically lead us to the optimal answer. From my

perspective, it is important that we in management turn our

attention to the customers and our employees who interact

with the customers and establish a clear path and outlook for

what we can accomplish using digital technologies. If we as

management can resolve this issue, I believe that data-driven

management will become a new strength for the Group.

Promoting Initiatives for Sustainability

as a Management Strategy

Under “YAMATO NEXT100,” we have positioned sustainability

initiatives as part of our infrastructure reforms, incorporating

them for the first time within our management strategies. The

background for doing so was our awareness of two issues per-

taining to the Group’s sustainability initiatives. The first issue is

that we have not been able to quantitatively disclose the status

of these initiatives. For example, we use automobiles to con-

duct our business and therefore place a burden on the environ-

ment through the use of fossil fuels, among other factors. On

the other hand, we have made contributions to the environment

by promptly introducing pickup and delivery methods that do

not emit greenhouse gases, such as hand-pushed trolleys and

bicycles. Despite this, we have been unable to sufficiently mea-

sure the results of such initiatives on a quantitative basis, which

would help to support them. As a result, we have had trouble

clarifying issues related to these initiatives.

The other issue we became aware of is that our efforts to

communicate to the world our vision and commitment to ESG

(environmental, social, and governance)-related matters have

been lacking. To that end, when incorporating sustainability

into our management strategies, we conducted examinations

centered on divisions in charge of ESG and held dialogues

with stakeholders. We also engaged in thorough discussions

while receiving the opinions of external experts. Additionally, to

learn from European logistics companies that are leading the




September 2020

way in terms of sustainability, members of the Yamato team

visited such companies and had the opportunity to interview

and discuss with local personnel, thereby acquiring knowl-

edge on various sustainability-related issues.

Based on this experience, we established the two visions of

“Connect. Deliver the future via green logistics,” and “Through

co-creation and fair business activities, help create a society

that leaves no one behind.” We also identified materiality

(important issues) that we should address on a Groupwide

level. Going forward, as we have positioned sustainability as

a management strategy, we will formulate KPIs and specific

action plans and promote efforts in a manner that can be

better displayed to the outside world.

ESG and sustainability represent fundamental elements that

will be necessary for major logistics companies to survive in

the future. I also believe that ESG and sustainability serve as

the source for achieving the differentiation and added value

needed to achieve sustainable growth. Furthermore, for a cor-

porate group like ourselves, with a network that spans across

Japan and overseas, we have the responsibility to protect the

lifestyles of our customers, local community members, and

our 220,000 Group employees. We will therefore commit to

sustainability to a greater extent than ever before and under-

take earnest efforts to realize the two visions we have formu-

lated. By doing so, we will realize sustainable growth both for

the Group and for society as a whole.

Becoming a Group That Creates Value Beyond Delivery

To date, we have expanded our operations centered on deliv-

ery, however, if we continue to focus primarily on the Delivery

Business, then we will be unable to create new ways of trans-

port that will support the next generation. To that end, it is

important that we focus on our customers and gain an accu-

rate understanding of what they and society as a whole truly

need. The vision I have for the Yamato Group going forward is

developing a presence as a so-called coordinator, who cre-

ates new businesses and lifestyles for its customers by lever-

aging its strengths and daily contact points with customers.

As an extension of that, I hope we can transform into a com-

pany that offers a range of value so diverse that it will actually

make people question what kind of business Yamato is and

why we attach “Transport” to our name.

To accomplish such a transformation, our top management,

management personnel, and all employees must turn their

attention to the customer so that we can once again become

a customer-oriented company. Going forward, to ensure that

we become a company that can create new value that leads

to new innovation, we will continue to pursue Groupwide

efforts to transform our management structure.



Opportunities

Rapid progression in the shift to EC in response to lifestyle changes in the course of or after the adverse effects of COVID-19

Emergence of new needs, as medical care, education, and other services which have conventionally involved face-to-face meetings, become available online

Increase in external outsourcing needs for logistics from the perspectives of EC expansion and BCP

Improvement in pickup and delivery productivity by responding to the need for sending and receiving parcels without face-to-face interaction

Improvement in productivity due to the progression of diverse work styles, such as teleworking, and enhancements to opera-tional efficiency through the use of technologies

Risks

Rise in operational costs due to the establishment of a system that prioritizes safety and to the respose to changing work volumes

Delays in work and difficulty with business continuity in the event that COVID-19 spreads to an employee or business partner

Decline in demand due to self-restraint, the suspension of operations at stores, factories, and other business sites, and the postponement and cancellation of events

Decline in BtoB demand due to global stagnation in production activities in the manufacturing industry and trade (automotive-related, electronic devices, etc.)

Decrease in demand caused by reduced consumption from inbound tourism following travel restrictions (department stores and other stores)

Impact of COVID-19 Infections and the Transformation Plan “YAMATO NEXT100”

Medium-Term Impact of COVID-19 Infections

Awareness of Issues under “YAMATO NEXT100”

Awareness of Issues at the Time “YAMATO NEXT100” Was Formulated Impact of COVID-19

InfectionsSocial Issues Challenges for the Yamato Group

Diversification of customer expectations and needs

Deepen the understanding of customers to create new ser-vices in addition to diversifying package delivery methods

Acceleration of changes to lifestyles and the business environment

Rapid progress of EC adoption in various industries

Actively position Yamato at the forefront of the rapidly growing EC market, in view of opportunity for high growth. To that end, restructure management structure and shift to data-driven management

Acceleration in the progress of EC adoption in various industries

Declining population and decaying regional infrastructure

Build a supply chain as regional infrastructure to contribute to the sustainability of local communities in which Yamato is deeply rooted

Increased severity of issues facing local communities

Declining working populationAchieve “minimal workforce personnel in response to growing workload” through thorough mechanization

Emerging need for operational structure that considers increased workloads due to EC expansion

and the risk of infection

Climate change and resource scarcity

Fulfill responsibilities for sustainability as a social infrastructure company

Growing importance of sustainability in corporate

management

“YAMATO NEXT100” is a management agenda that will respond to social changes in the course of and after the adverse effects of COVID-19


In January 2020, we formulated the Transformation Plan “YAMATO

NEXT100” as a grand design for our management over the medium to

long term. This plan is a management agenda that responds to social

changes in the course of and after the adverse effects of the COVID-19

pandemic. In order to respond to the needs of customers and society

and continuously contribute to the creation of a prosperous society in

the next era, we are advancing management structure reforms while

paying maximum attention to the safety of our customers, employees,

and business partners.

Impact of COVID-19 Infections and the Company’s Strategy

TOPICS

Overview of “YAMATO NEXT100”

PurposeAs a social infrastructure provider, Yamato will confront social issues and continuously contribute to the real-ization of a prosperous society in the next era by creating a new logistics ecosystem, meeting the needs of customers and society.

Basic Strategy

1. Update the Group’s management systems to boldly address customer and social needs

2. Transition to data-driven management

3. Evolve into a management that facilitates an open logistics ecosystem through co-development

Structural

Transformation

Three Business Reforms

1. Digital transformation of TA-Q-BIN

2. Establishment of an EC ecosystem

3. Strengthening of corporate logistics business

Three Infrastructure Reforms

1. Renewal of the Group’s management systems

2. Shift to data-driven management

3. Sustainability initiatives under the theme

“Management embodying the environment

and society”

Business reformsShort term

(–Mar. 2021)Medium term

(Apr. 2021–Mar. 2024)Long term

(Apr. 2024–)

Digital transformation of TA-Q-BIN

Stabilize profit base by eliminating inef-ficiency and significantly improving forecast model accuracy using data analytics and AI

Achieve stable growth under new management structure

Establishment of an EC ecosystem

Launch new delivery service for EC marketBegin collaboration with major EC companies

Expand new delivery service for EC marketCollaborate extensively with major EC companiesLaunch new EC platform

Operate open platform at full-scale utilizing both real and digital infrastructures

Strengthening of corporate logistics business

Develop Yamato-specific solutions based on consolidating group sales organizations and account management

Expand developed solution Establish extensive corporate business

Please see pages16–21 for details on efforts toward our three business reforms.

Infrastructure reforms

Renewal of the Group’s management systems

Promote construction and maintenance of One Yamato management structure

Establish and operate One Yamato management structure

Scale back decision-making struc-ture and define responsibilities

Dramatically improve cost structure

Integrate individual HR system and talent pool

Establish a new HR system that supports “One Yamato” manage-ment structure

Shift to data-driven management

Establish data-driven management foundation

Establish foundation and organization Begin updating the existing core systems

Promote digital transformation Expand revenue and profit by leveraging infrastructure and organization

Accelerate innovation Implement latest cutting-edge technology and accelerate to create new business

Sustainability initiatives under the theme “Management embodying the environment and society”

Build structure linked to businesses and capable of executing sustainability initiatives

Execute sustainability initiatives Progress toward “connect. Deliver the future via green logistics” Start “through co-creation and fair business activities, help create a society that leaves no one behind”

Road Map for “YAMATO NEXT100”

Restore growth in global businesses


TOPICS

Data-First Transformation Innovation

2021/4 2024 2030

Infrastructure Reforms to Realize DX

In April 2020, we launched the corporate venture capital (CVC) fund,

KURONEKO Innovation Fund, together with the major independent

venture capital fund corporation, Global Brain Corporation.

The basic stance of the KURONEKO Innovation Fund is to “Always

think from a long-term perspective, provide start-up companies with

all the assets that the Yamato Group has to offer, and grow together

with them.” Rooted in this basic stance, this CVC fund strives to

achieve the following three goals: (1) Create new growth models, (2)

Realize outstanding operational efficiency, and (3) Promote open inno-

vation through consistent management of funds. To that end, the fund

will invest in start-up companies both in Japan and overseas that pos-

sess innovative technologies and business models that can transform

logistics operations and supply chains. At the same time, the fund

aims to create growth models in the logistics market and other related

markets by opening up the Yamato Group’s management resources.

Establishment of CVC Fund KURONEKO Innovation Fund

Name

(registered name)

KURONEKO Innovation Fund L.P. (YMT-GB Investment Limited Partnership)

Fund size ¥5.0 billion

Operation period 10 years

Investment target Start-up companies with innovative technolo-gies and business models that can transform logistics operations and supply chains Start-up companies that have potential as Yamato Group partner companies

Target stage Seed, early, and middle, in principle

Target area Mainly focus on Japan, but also invest in North America, Europe, and Asia

Unlimited Liability

Partner

Global Brain Corporation

Limited Liability

Partner


Transition to Data-Driven Management

Invest roughly ¥100.0 billion in digital fields over the four-year period starting from the fiscal year ending March 31, 2021

Launch a new digital organization with 300 personnel in 2021

Execute five actions to launch a new organization with the aim of achieving results in the near term

Launch CVC fund with a size of ¥5.0 billion to accelerate open innovations

1: Employ data-driven management (forecast-

based decision-making and implementation

of measures)

Optimize and enhance the speed of decision-making through the visualization of data and the improved accuracy of forecastsEstablish a structure on the front lines that strengthens customer contact points

2: Integrate corporate customer data to

strengthen account management

Integrate and utilize customer data on a Groupwide basis to gain a deep and accurate understanding of customers and provide them with even better services

3: Improve service levels through real-time

freight flow data

Ascertain the movement of parcels not only when they pass through bases but also in real time, thereby eliminating unnecessary work and optimizing delivery while improving the level of service for customers

4: Optimize and advance resource allocation by

visualizing operations and costs

Understand and visualize the conditions of Yamato resources, such as personnel, vehicles, and warehouses to realize optimal operational and cost structures based on forecasts

5: Build digital platform by incorporating

cutting-edge technologies

Execute data strategies with the establishment of the Yamato Digital Platform (YDP), which will accelerate open innovation and incorporate cutting-edge technologies while forming connections across Yamato’s entire value chain, and start revamping core systems

Fund Overview

Initiative


To implement “inclusive management,” which helps our employees pro-

vide a thorough response to customers, we are working to enhance the

efficiency of logistics operations and standardize them by promoting a

digital transformation (DX). At the same time, we are striving to forecast

demand and workloads based on data analysis and pursuing the opti-

mal allocation of management resources. In these ways, we are working

to transition to data-driven management that realizes objective and

rational decision-making.

Digital Transformation of TA-Q-BIN

TOPICS

Initiatives for TA-Q-BIN DX

In July 2020, we initiated efforts aimed at accelerating the operational

reform of the Yamato Group and the DX of the logistics industry in col-

laboration with the U.S.-based Palantir Technologies, Inc., a leading

company in the global market for big data analytics.

Leveraging the technologies of Palantir, we will build a digital plat-

form that creates new added value for our customers. At the same

time, we will aim to optimize resource allocation, streamline the

supply chain, and enhance the level of service we offer customers.

Furthermore, through operational innovation, not only will we trans-

form the Yamato Group itself, we will also lead the way with innova-

tions in the overall logistics industry in Japan.

Collaboration with Palantir Technologies to Accelerate DX

Optimizing Operations through Data Analytics

Through detailed data analysis and the utilization of AI, we will enhance the accuracy of our demand and workload forecasts. Based on

these forecasts, we will better allocate personnel and vehicles and improve delivery routes. Through such efforts, we will aim to boost

pickup and delivery productivity by optimizing and standardizing transportation and delivery processes as well as our overall operations.

Enhanced Productivity in Logistics Operations through the Introduction of Sorting Systems

Overview of Enhancing Productivity through the Introduction of Sorting Systems

We will improve the productivity of sorting operations across our entire network by 40% through the introduction of unique sorting systems

that innovate conventional sorting processes. Through such efforts, we will significantly enhance the productivity of our logistics operations.

Provide optimal supply chain solutions

for customers through innovations to logistics

operations using sophisticated data analysis

Database Logistics know-how

Big data analytics technologies

AI

From 2021 onParcels from across Japan

70 bases

3,700 TA-Q-BIN

Centers

Conventional

Primary sorting of parcels

for regional TA-Q-BIN

centers performed at

bases in accordance with

invoice information

From 2021 on

Through the introduction of

digitalization, robotics, and

factory automation, parcels

sorted at bases based on

specific courses for each

TA-Q-BIN center and sent to

each center accordingly

Conventional

Implementation of sec-

ondary sorting and load-

ing processes at each

TA-Q-BIN center based

on specific courses

From 2021 on

Immediate loading and delivery

enabled as sorting work for

each TA-Q-BIN center will be

significantly reduced

Initiative

Yamato Holdings Palantir Technologies×


TOPICS

To respond to the progress of EC adoption in various industries that is

expected to progress further in the future, we are working to create logistics

services that specialize in EC. By integrating our physical locations, digital

foundation, and external partners, we will discover optimal solutions for our

“last mile” services geared toward EC that meet the needs of EC operators,

purchasers, and deliverers, and work to roll out these solutions across Japan.

In June 2020, we began offering new logistics services geared

toward the stores of the online shopping malls “Yahoo! Shopping”

and “PayPay Mall” in collaboration with Z Holdings Corporation.

These new services consist of a “Fulfillment Service,” where we con-

duct all operations on behalf of stores, from receiving orders to ship-

ping and delivery, and a “Pick & Delivery Service,” where we perform

certain functions for stores. Through the provision of these services,

we aim to shorten lead times from ordering a product to receiving it,

reduce the burden of logistics-related work at stores, and optimize

Background to the Promotion of Reforms

Rapid Growth in the Domestic EC Market

Response to EC Market

High-quality delivery services

through face-to-face interaction

Design of TA-Q-BIN based on CtoC

Response to the progress of EC

adoption in various industries

• Meet the needs of EC users and fur-ther improve convenience for them (non-face-to-face delivery, elimination of time spent waiting for parcels, etc.)

• Meet the needs of EC operators and help to support their business growth (reduction of lead times, optimization of logistics costs, etc.)

02,0004,0006,0008,000

22,00020,00018,00016,00014,00012,00010,000

0

4.00

2.00

3.00

1.00

6.00

5.00

7.00

2010/3 2011/3 2012/3 2013/3 2014/3 2015/3 2016/3 2017/3 2018/3 2019/3

Size of EC market (left scale) Rate of EC adoption (right scale)

Company strengths

Individual Individual

Social needs

EC

Individuals

Incorporating the high growth momentum of the EC market and linking that

momentum to sustainable growth for the Group in the future

InitiativeNew Logistics Services in Collaboration with

Z Holdings Corporation logistics costs. We also aim to further enhance the level of conve-

nience for purchasers.

Furthermore, by linking data and designing logistics in line with the

operation of Yahoo! JAPAN, the time and effort involved in interactions

between each individual company and logistics operators will be signifi-

cantly reduced. This will allow these services to be introduced and

operated smoothly.

In the future, we will conduct demand forecasts by utilizing and ana-

lyzing the data we cultivate through these services. These forecasts will

help us further shorten lead times and reduce costs by moving invento-

ries to the optimal area of consumption in advance.

Fulfillment Service The Yamato Group conducts all operations from receiving orders to product storage, picking, packaging, shipping, and delivery.

Pick & Delivery Service The Yamato Group provides services for picking, packaging, shipping, and delivering goods shipped on the day after the total picking is made by a store.

Stores Yamato Group

Yamato Group

Receiving

orders

Data

download

Total

picking

Billing

issuing

Single

pickingPackaging Shipping

(¥ billion) (%)6.76%

19,360.9

Source: Ministry of Economy, Trade and Industry


TOPICS

Establishment of an EC Ecosystem

Initiative

Initiative

Launch of New Receipt Service

for EC Products

In November 2020, we will launch a new receipt service for EC prod-

ucts in collaboration with Doddle Parcel Services Ltd., a global leader

in the receipt and return system domain for purchased EC products.

By enabling supermarkets, drugstores, and other stores to serve as

the location for receiving EC products, this service makes it possible

for parcels to be received in a way that is suited to the lifestyles of EC

users. This service will introduce Doddle’s “Click & Collect System” at

participating stores as locations for receiving the products sent by EC

operators who have already been using EAZY and prospective users.

This system will enable participating stores to offer the new service in

a quick and easy way, simply by installing a specialized terminal.

We believe that the utilization of Doddle’s cutting-edge digital tech-

nology in the last-mile domain of EC will allow us to offer a completely

new receiving experiences to EC users in the future.

At Yamato Transport, we launched a new delivery service for EC oper-

ators, EAZY, in June 2020. By connecting EC users, EC operators,

and delivery service providers in real time using digital information,

EAZY thoroughly enhances the convenience, safety, and efficiency,

1. Responding to diversifying needs for non-face-to-face delivery

In addition to normal face-to-face receipt, EAZY allow users to

receive parcels at a wide range of designated locations.

Launch of EAZY—A New Delivery Service for

the EC Market

Features of

of purchasing, sending, and receiving parcels. EAZY therefore acts

as a new service that will help realize sustainable growth in the EC

domain. Through this service, in addition to regular face-to-face

receipt, EC users are able to receive parcels at a wide range of

designated locations.

We have started to offer EAZY via ZOZOTOWN and ZOZOTOWN in

PayPay Mall, which are online fashion shopping websites operated by

ZOZO, Inc. From fall 2020, we will gradually roll out this service to new

EC operators.

2. Receiving location can be changed right up

until you receive parcels

EAZY lets users change the receipt location online

right up to before the parcel is delivered.

3. Providing real-time delivery completion notice to customers

After delivery is completed, customers are notified

of the completion in real time via e-mail. In cases of

non-contact deliveries to designated locations, cus-

tomers can confirm the delivery via pictures of the

delivered parcel placed in the designated location.

4. Collaborating with external partners

for more efficient deliveries

EAZY aims to realize a highly efficient delivery

system in collaboration with the external partner

“EAZY CREW.”

Front door

Storeroom

Delivery boxes

Garages

Gas meter boxes

Bicycle baskets Reception / Custodian

Benefits for EC Users

• Able to receive parcels in accordance with their lifestyle, without being restricted by delivery times

• Able to smoothly receive parcels at stores by showing a two-dimen-sional bar code sent to their mobile phones

• Offers discount coupons at stores where parcels are received

Benefits for Participating Stores

• Allows parcels to be handed over to customers smoothly by using a specialized terminal to read the two-dimensional bar code shown by customers, which completes the personal identification and delivery information registration processes

• Can be expected to encourage customers who receive parcels to make additional purchases at the store and also attract new customers

• Allows stores to promptly introduce and begin the service without investing in new systems


TOPICS

Structure of the Corporate Logistics Business Supporting the Upstream and Downstream Supply Chains

of Our Corporate Customers on an Integrated Basis

Through providing logistics solutions that leverage its more than 100 warehouses across Japan and an advanced transportation and

delivery network built up through the TA-Q-BIN home delivery service, the Yamato Group is supporting the supply chains of our corpo-

rate customers on an integrated basis. We are providing high added value in a variety of ways through reducing logistics processes,

lowering logistics costs, and optimizing lead times, while improving inventory turnover and alleviating the stress of end users.

Procurement and manufacturing domains

Sales and after-service domains

Domestic and overseas suppliers

Transportation and

delivery network

Transportation

and delivery

network

Main added value functions

Cleaning and maintenance of medical devices

Repair and maintenance of home appliances, etc.

Kitting

On-demand printing and 3D printing

Cross merging

Integrated terminal and

warehouse bases

Integrated terminal and

warehouse bases

Gateways

Trunk-route

transportation

Customer’s

plant

Gateways

Customer’s

delivery center

Gateway Connect the east and west through Haneda Chronogate and the trunk-route transportation net-works of Atsugi, Chubu, and Kansai

Provide added value for logistics by leveraging devices such as high-performance material handling equipment* etc.

* Manufacturing equipment that automates sorting and transportation processes

Point of delivery

Transportation and delivery network

Provide optimal means of transpor-tation through a diverse transporta-tion network that includes TA-Q-BIN

Retail stores, factories,

private homes, warehouses,

etc.

Business offices and

parcel lockers

Touchpoints

We are promoting account management for corporate customers by centraliz-

ing management resources spread across the Group, including expert human

resources, distribution functions, sorting systems and other logistics functions,

and our trunk-route transportation network, which connects our logistics

bases. By doing so, we are focusing our efforts on developing solutions for

optimizing the overall supply chain of our customers. Going forward, we aim

to realize new growth by integrating our high-frequency, small-lot deliveries

and data foundation, which are Company strengths, to provide these solutions

to a broad range of industries.

Strengthening of Corporate Logistics Business

Yamato Group’s Integrated Corporate Sales Team*

Revamping of Our Promotion Structure for Corporate Sales

Promote corporate sales at each operating company

Integrate the Group’s corporate sales functions virtually Organize functions in order to promote account management

Promote corporate sales to target clients through “one team”

Corporate

CustomersCorporate

CustomersCorporate

Sales Team

Solutions

Design Team

Sales Support

and Training TeamAll Other Yamato Group

Companies

Corporate Sales Division

Yamato Transport

Corporate Sales Division

Yamato Logistics

* From April 2021 on, the Yamato Group will centralize its management resources for cor-porate customers within Yamato Transport through the revamping of its management structure, with the aim of promoting account management from the perspective of customers.

Before From October 2019 on


TOPICS

Solutions for the Remote Healthcare Field

At the moment, the COVID-19 pandemic is significantly impacting

structures for the provision of medical care both in Japan and overseas.

Amid these circumstances, rapid changes are expected in remote

healthcare and other fields, including the easing of regulations. To

prepare for these kinds of structural changes, establishing a network

for the safe, secure, and reliable distribution of pharmaceuticals has

become an important social issue.

In January 2019, Yamato Transport and Alfresa Corporation, a phar-

maceutical wholesaler subsidiary of Alfresa Holdings Corporation,

launched the Pharmaceuticals Distribution Research Group, which has

engaged in examinations regarding the response to future structures for

the provision of pharmaceutical as well as social issues such as labor

Agricultural product logistics in Japan currently involves a complex pro-

cess for receiving and placing orders, which includes gathering infor-

mation via the phone or fax, typing in data manually, and once again

interacting via phone or fax. Such a system places a large work burden

on producers and shipping agencies. Also, as there is no framework for

smoothly sharing information with distributors, it is difficult for producers

and shipping agencies to transport products at desired times and with

the desired level of service. For distributors, various issues arise in

terms of work style and profitability, including inefficient loading opera-

tions, the lack of return shipments, and long-distance travel.

To address these issues, Yamato Transport collaborated with Oisix ra

daichi Inc. a company that offers food delivery services for organic and

specially cultivated agricultural products as well as meal kits, to estab-

lish the Vegeneko Project. This project aims to leverage the resources

of both companies, including their respective transport networks, to

resolve the issues facing agricultural logistics. Under this project,

Initiative

Establishing a New Network for the Distribution of Pharmaceuticals in the Remote Prescribing Field

The Vegeneko Project for Resolving Issues Facing Agricultural Product Logistics

shortages. Furthermore, in September 2019 Yamato Transport and

Aflresa Corporation jointly developed a home healthcare support ser-

vice for dispensing pharmacies. After doing so, both companies have

continued to examine the creation of services that can contribute to

hospitals, dispensing pharmacies, patients, and local communities.

In June 2020, Alfresa Corporation and Yamato Logistics Co., Ltd., a

Yamato Group company that handles logistics solutions for corporate

clients, concluded a business alliance agreement regarding such mat-

ters as joint research on the development of services for dispensing

pharmaceuticals and the construction of a sales support structure in

the remote prescribing domain. To contribute to hospitals, dispensing

pharmacies, patients, and local communities, Alfresa Corporation and

Yamato Logistics will combine their respective management resources

and know-how, leveraging them with the aim of promptly establishing

a new network for the distribution of pharmaceuticals.

Yamato Transport and Oisix ra daichi are working to establish an open

platform that helps make the logistics process more efficient through

one-stop services that cover everything from receiving and placing

orders to delivery. As part of these efforts, the two companies are pro-

viding systems to enhance the efficiency of receiving orders and creat-

ing delivery forms, which are part of the many complex characteristics

of agricultural products logistics.

Going forward, Yamato Transport and Oisix ra daichi will establish sys-

tems that can help increase the efficiency of adjusting shipping volumes

with retailers and create platforms that can help expand sales routes and

improve transport efficiency by connecting distributors with digital data.

Solutions for Agricultural Product Logistics

Contact via fax or phone

Manual input of data

Before AfterSimple connections via

systems

Automatic creation of data

Handwritten / manual input

Before After

Batch creation with the touch of a button

Overview of Prescribing Drug Deliveries

Receiving Orders

Creating Delivery Forms

Hospital

Patient (at home)

Online

Prescription

Pharmaceuticals

Delivery

Outsourced operations

Support / Collaboration

Pharmacy

Delivery materials procurement /

Payment settlement

No longer need to go to the hospital as medical care can now be received online

Pharmaceuticals delivered to homes

Go to the hospital for a medical examination, receive a prescription, and bring the prescription to a pharmacy to purchase the pharmaceuticals

Prescription Pharmaceuticals

PharmacyPatient

(going to hospital)

VisitHospital

BeforeAfter

(Anticipated vision for the

future*)

Initiative

* Certain parts of this vision currently applied as special measures to combat the spread of COVID-19


TOPICS

Overview of Operations by Segment

• Promoted adequate pricing initiatives and sales to new customers while at the same time reinforcing cost control efforts with a view to restoring profitability

• From January 2020 on, focused efforts on ensuring the stable operation of the TA-Q-BIN network, as an important part of social infrastructure, to respond to changes in demand and logistics brought about by the spread of COVID-19

• Worked to expand sales of TA-Q-BIN Compact and Nekopos for the EC domain, which continues to grow. In addition, collaborated with numerous flea market websites and expanded points of contact for shipping

• Promoted the active proposal of solutions catered toward the management issues facing corporate clients. Also, made high-value-added proposals that uti-lized the Group’s management resources by reinforcing account management

• As a result of the above, revenues increased year on year while profits decreased

• Provided a diverse menu of services on a one-stop basis, from support for receiving and placing orders to the visualization of inventories and speedy ship-ping, for the EC domain. Also, worked to expand sales from services centered on existing customers

• Supported logistics reforms by providing comprehensive support that included not only deliveries but also cleaning and maintenance services for surgical tools returned by hospitals as well as the relending of such tools for medical institu-tions. In addition, worked to expand sales from services centered on existing customers

• Saw a decline in business transactions with certain customers due to the pro-motion of adequate pricing initiatives for our EC services

• Proceeded with efforts to enhance efficiency by reviewing our logistics locations• As a result of the above, revenues declined year on year while profits were up

Review of the Fiscal Year Ended March 31, 2020


• Continued to take steps to prevent the reoccurrence of such incidents as the inappropriate billing for moving-related services to employees of corporate cli-ents, including drastically reviewing the moving business and product design

• Launched My Moving, a new single-household moving service geared toward individual customers, and promoted efforts to enhance the quality of this service and expand the area in which it is offered

• Saw a decline in moving demand due to the spread of COVID-19, in addition to the impact of suspending moving services

• As a result of the above, both revenues and profit declined year on year


Composition Ratio of Operating

Revenues(Year Ended

March 31, 2020)

Delivery

BIZ-Logistics

Home Convenience

Operating Revenues / Operating Profit (¥ million)


Operating Revenues / Operating Profit (Loss) (¥ million)

Operating revenues (left scale) Operating profit (right scale)


Operating revenues (left scale) Operating profit (loss) (right scale)

2018/32016/3 2017/3 2019/3 2020/30

300,000

600,000

900,000

1,200,000

1,500,000

0

20,000

40,000

60,000

80,000

100,0001,310,067

27,249

2018/32016/3 2017/3 2019/3 2020/3

143,934

4,975

0

3,000

6,000

9,000

12,000

15,000

0

30,000

60,000

90,000

120,000

150,000

(75,000)

(50,000)

(25,000)

0

25,000

50,000

(12,000)

(8,000)

(4,000)

0

4,000

8,000

2018/32016/3 2017/3 2019/3 2020/3

27,805

(10,061)

Delivery 80.4%

Other Services 1.0%

BIZ-Logistics 8.8%

Home Convenience 1.7%

e-Business 1.9%

Financial 4.7%

Autoworks 1.5%


xxxxOVERVIEW OF OPERATIONS

Overview of Operations by Segment

• Provided the Certified Web Retrieval Service, which enables personal documen-tation and other documents needed in the procedures for contractors to be submitted online using PCs, smartphones, and other devices for the finance industry. Also, expanded sales of the Multi-Value Charge Service, which facili-tates payments to individuals from business enterprises involved in second-hand item purchasing and returned e-commerce merchandise, and accordingly enables such individuals to receive cashless payments in the form of e-money or other options of their choice

• Expanded sales of outsourcing services involving the establishment of systems for cashless reward point operations following Japan’s consumption tax hike. In addition, expanded sales of the IT Asset Management Optimization Service, which involves comprehensive support encompassing everything from equip-ment procurement to asset management of PCs and other IT assets

• As a result of the above, both revenues and profit increased year on year


• Expanded sales of Raku-uru Cart, which helps business operators who have newly entered the EC market

• Took steps to expand sales of the “smartphone-based payment” feature that enables users to select from various payment options displayed on their smart-phone device after receiving products, an addition to the existing “payment slip-based payment” feature, for the Kuroneko Pay After Delivery Service

• Although use of Kuroneko Web Collect and Kuroneko Pay After Delivery Service increased, delivery volume for TA-Q-BIN Collect declined due to a shrinking market for cash-on-delivery services brought about by changing payment set-tlement needs

• Saw a positive impact on operating profit from the absence of the loss on valuation of inventories in the lease service business recognized in the previous fiscal year

• As a result of the above, revenues declined year on year while profit rose


• Achieved greater use of maintenance services due to efforts to expand sales through regular communication with customers

• Promoted initiatives to enhance the efficiency of operational processes, includ-ing standardizing and visualizing processes that incorporate production meth-ods of manufacturers

• Saw a decline in the sales volume for fuel

• As a result of the above, both revenues and profit were down year on year


• Use of services steadily increased due to the favorable performance of existing services

• Operating profit excluding dividends which Yamato Holdings Co., Ltd. received from Group companies and other factors decreased 14.7% year on year, to ¥1,893 million


e-Business

Financial

Autoworks

Other Services




Operating Profit (¥ million)




Including Yamato Holdings Excluding Yamato Holdings

0

10,000

20,000

30,000

40,000

50,000

0

4,000

8,000

12,000

16,000

20,000

2018/32016/3 2017/3 2019/3 2020/3

30,579

10,668

0

20,000

40,000

60,000

80,000

100,000

0

4,000

8,000

12,000

16,000

20,000

2018/32016/3 2017/3 2019/3 2020/3

6,322

77,072

0

6,000

12,000

18,000

24,000

30,000

0

2,000

4,000

6,000

8,000

10,000

2018/32016/3 2017/3 2019/3 2020/3

4,295

24,922

0

15,000

2,0001,000

20,00025,000

35,00030,000

40,000

2018/32016/3 2017/3 2019/3 2020/3

36,045

1,893


xxxxOVERVIEW OF OPERATIONS

Millions of YenThousands of

U.S. Dollars

2011/3 2012/3 2013/3 2014/3 2015/3 2016/3 2017/3 2018/3 2019/3 2020/3 2020/3

RESULTS OF OPERATIONS:

Operating revenues ¥1,236,520 ¥1,260,833 ¥1,282,374 ¥1,374,610 ¥1,396,708 ¥1,416,413 ¥1,466,852 ¥1,538,813 ¥1,625,315 ¥1,630,147 $14,978,836

Delivery 995,651 1,014,564 1,028,219 1,099,400 1,101,439 1,111,867 1,151,028 1,201,770 1,297,223 1,310,068 12,037,746

Non-delivery 240,869 246,269 254,155 275,210 295,269 304,546 315,824 337,043 328,092 320,079 2,941,090

Operating costs 1,143,006 1,163,777 1,181,834 1,274,471 1,290,715 1,306,200 1,385,492 1,452,485 1,513,988 1,526,103 14,022,813

Selling, general and administrative expenses 29,200 30,405 34,337 37,043 37,046 41,673 46,475 50,642 52,981 59,343 545,281

Operating profit 64,314 66,651 66,203 63,096 68,947 68,540 34,885 35,686 58,346 44,701 410,742

Profit before income taxes 61,836 45,817 64,284 65,882 69,158 68,079 33,038 33,123 52,258 44,581 409,641

Income taxes 28,491 26,059 29,563 31,003 31,555 28,415 14,673 14,435 26,308 21,679 199,199

Profit attributable to owners of parent 33,208 19,787 35,144 34,776 37,533 39,425 18,054 18,232 25,682 22,324 205,127Yen U.S. Dollars

PER SHARE OF COMMON STOCK:Basic earnings ¥ 73.42 ¥ 46.00 ¥ 81.85 ¥ 82.22 ¥ 90.41 ¥ 96.45 ¥ 45.37 ¥ 46.24 ¥ 65.14 ¥ 56.78 $ 0.52Diluted earnings 73.30 44.87 79.84 80.18 88.26 95.64 — — — — —Cash dividends 22.00 22.00 23.00 24.00 25.00 28.00 27.00 27.00 28.00 41.00 0.38Net assets per share 1,173.60 1,197.26 1,261.35 1,316.12 1,368.66 1,349.56 1,367.51 1,395.74 1,435.15 1,441.20 13.24Stock price (closing), end of year 1,290 1,279 1,740 2,224 2,772 2,247 2,332.5 2,668.5 2,859.0 1,697.0 —


U.S. Dollars

FINANCIAL POSITION:Working capital ¥ 185,922 ¥ 182,111 ¥ 186,868 ¥ 179,999 ¥ 209,172 ¥ 235,884 ¥ 214,661 ¥ 164,600 ¥ 139,835 ¥ 134,072 $ 1,231,948Total shareholders’ equity 515,602 514,996 534,451 551,379 565,521 537,821 539,179 550,308 565,841 555,173 5,101,287Total assets 899,363 919,295 950,153 1,032,134 1,082,531 1,089,437 1,114,672 1,114,870 1,123,660 1,100,740 10,114,303Capital expenditures 52,472 48,615 48,052 79,531 52,022 53,945 48,994 54,482 79,839 55,034 505,686Depreciation and amortization 39,583 38,682 37,936 42,266 46,058 46,739 46,114 46,423 51,347 55,083 506,138Net cash provided by operating activities 87,899 71,843 73,950 80,075 92,620 49,715 73,325 51,728 118,094 74,434 683,944

KEY RATIOS:Operating profit margin (%) 5.20 5.29 5.16 4.59 4.94 4.84 2.38 2.32 3.59 2.74

Net margin (%) 2.69 1.57 2.74 2.53 2.69 2.78 1.23 1.18 1.58 1.37

Return on assets (ROA) (%) 3.74 2.18 3.76 3.51 3.55 3.63 1.64 1.64 2.29 2.01Return on equity (ROE) (%) 6.46 3.84 6.70 6.41 6.75 7.15 3.35 3.35 4.60 3.98Current ratio (%) 170.34 164.50 162.39 151.82 158.59 167.76 157.73 141.67 134.07 132.80Shareholders’ equity ratio (%) 57.33 56.02 56.25 53.42 52.24 49.37 48.37 49.36 50.36 50.44Assets turnover (Times) 1.39 1.39 1.37 1.39 1.32 1.30 1.33 1.38 1.45 1.47Interest coverage ratio (Times) 73.71 90.52 108.36 153.41 173.45 125.33 81.45 131.94 212.29 106.25Price earnings ratio (PER) (Times) 17.6 27.8 21.3 27.0 30.7 23.3 51.4 57.7 43.9 29.9Price book-value ratio (PBR) (Times) 1.1 1.1 1.4 1.7 2.0 1.7 1.7 1.9 2.0 1.2

NON-FINANCIAL DATA:Number of employees 171,642 177,301 177,108 193,146 197,056 196,582 201,784 213,096 225,125 224,945 Full-time 83,427 84,293 84,422 87,279 88,247 89,112 90,737 93,534 97,587 98,744 Part-time 88,215 93,008 92,686 105,867 108,809 107,470 111,047 119,562 127,538 126,201TA-Q-BIN delivery amount (Millions of parcels) 1,348 1,423 1,487 1,665 1,622 1,731 1,867 1,836 1,803 1,799Unit price (Yen) 609 600 591 574 595 578 559 597 664 676Kuroneko DM-Bin handling volume (Millions of units) 2,312 2,187 2,112 2,084 1,901 1,536 1,542 1,464 1,211 987Unit price (Yen) 64 62 61 61 61 57 55 56 60 65

Foreign currency translation: U.S. dollar amounts have been translated, for convenience only, at the rate of ¥108.83 to U.S.$1.Note: On March 31, 2015, we ceased accepting items for Kuroneko Mail and from April 1 launched Kuroneko DM-Bin.

Ten-Year Summary and Business Highlights

24

FINANCIAL SECTION

YAMATO HOLDINGS CO., LTD. Annual Review 2020

2019/3

2020/3 1,630.1

+1.0

(1.0)

(2.8)

(5.5)

+3.9

(3.5)

+12.8

Other

Autoworks

Financial

Home Convenience

e-Business

BIZ-Logistics

Delivery

1,625.3

2019/3

2020/3 44.7

+2.9

+14.9

+1.0

(27.8)

+27.3

+4.8

Consolidation journal entries

Other

Vehicle expenses

Subcontractingexpenses

Personnel expenses

Revenue

58.3

Analysis of Operating Revenues(¥ billion)

Analysis of Operating Profit(¥ billion)

TA-Q-BIN Delivery Amount Growth Rate

TA-Q-BIN Unit Price Growth Rate

YoY +4.8

YoY (13.6)

1Q 2Q 3Q 4Q2019/3 2020/32018/3

1Q 2Q 3Q 4Q1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q(10)

(5)

0

5

10

15

20

25

Quarterly YoY Growth Rates of TA-Q-BIN Delivery Amount and Unit Price (Excluding Nekopos)

(%)

Delivery Amount: YoY (2.5)%Unit Price: YoY +3.4%


U.S. Dollars

2011/3 2012/3 2013/3 2014/3 2015/3 2016/3 2017/3 2018/3 2019/3 2020/3 2020/3

RESULTS OF OPERATIONS:

Operating revenues ¥1,236,520 ¥1,260,833 ¥1,282,374 ¥1,374,610 ¥1,396,708 ¥1,416,413 ¥1,466,852 ¥1,538,813 ¥1,625,315 ¥1,630,147 $14,978,836

Delivery 995,651 1,014,564 1,028,219 1,099,400 1,101,439 1,111,867 1,151,028 1,201,770 1,297,223 1,310,068 12,037,746

Non-delivery 240,869 246,269 254,155 275,210 295,269 304,546 315,824 337,043 328,092 320,079 2,941,090

Operating costs 1,143,006 1,163,777 1,181,834 1,274,471 1,290,715 1,306,200 1,385,492 1,452,485 1,513,988 1,526,103 14,022,813

Selling, general and administrative expenses 29,200 30,405 34,337 37,043 37,046 41,673 46,475 50,642 52,981 59,343 545,281

Operating profit 64,314 66,651 66,203 63,096 68,947 68,540 34,885 35,686 58,346 44,701 410,742

Profit before income taxes 61,836 45,817 64,284 65,882 69,158 68,079 33,038 33,123 52,258 44,581 409,641

Income taxes 28,491 26,059 29,563 31,003 31,555 28,415 14,673 14,435 26,308 21,679 199,199

Profit attributable to owners of parent 33,208 19,787 35,144 34,776 37,533 39,425 18,054 18,232 25,682 22,324 205,127Yen U.S. Dollars

PER SHARE OF COMMON STOCK:Basic earnings ¥ 73.42 ¥ 46.00 ¥ 81.85 ¥ 82.22 ¥ 90.41 ¥ 96.45 ¥ 45.37 ¥ 46.24 ¥ 65.14 ¥ 56.78 $ 0.52Diluted earnings 73.30 44.87 79.84 80.18 88.26 95.64 — — — — —Cash dividends 22.00 22.00 23.00 24.00 25.00 28.00 27.00 27.00 28.00 41.00 0.38Net assets per share 1,173.60 1,197.26 1,261.35 1,316.12 1,368.66 1,349.56 1,367.51 1,395.74 1,435.15 1,441.20 13.24Stock price (closing), end of year 1,290 1,279 1,740 2,224 2,772 2,247 2,332.5 2,668.5 2,859.0 1,697.0 —


U.S. Dollars

FINANCIAL POSITION:Working capital ¥ 185,922 ¥ 182,111 ¥ 186,868 ¥ 179,999 ¥ 209,172 ¥ 235,884 ¥ 214,661 ¥ 164,600 ¥ 139,835 ¥ 134,072 $ 1,231,948Total shareholders’ equity 515,602 514,996 534,451 551,379 565,521 537,821 539,179 550,308 565,841 555,173 5,101,287Total assets 899,363 919,295 950,153 1,032,134 1,082,531 1,089,437 1,114,672 1,114,870 1,123,660 1,100,740 10,114,303Capital expenditures 52,472 48,615 48,052 79,531 52,022 53,945 48,994 54,482 79,839 55,034 505,686Depreciation and amortization 39,583 38,682 37,936 42,266 46,058 46,739 46,114 46,423 51,347 55,083 506,138Net cash provided by operating activities 87,899 71,843 73,950 80,075 92,620 49,715 73,325 51,728 118,094 74,434 683,944

KEY RATIOS:Operating profit margin (%) 5.20 5.29 5.16 4.59 4.94 4.84 2.38 2.32 3.59 2.74

Net margin (%) 2.69 1.57 2.74 2.53 2.69 2.78 1.23 1.18 1.58 1.37

Return on assets (ROA) (%) 3.74 2.18 3.76 3.51 3.55 3.63 1.64 1.64 2.29 2.01Return on equity (ROE) (%) 6.46 3.84 6.70 6.41 6.75 7.15 3.35 3.35 4.60 3.98Current ratio (%) 170.34 164.50 162.39 151.82 158.59 167.76 157.73 141.67 134.07 132.80Shareholders’ equity ratio (%) 57.33 56.02 56.25 53.42 52.24 49.37 48.37 49.36 50.36 50.44Assets turnover (Times) 1.39 1.39 1.37 1.39 1.32 1.30 1.33 1.38 1.45 1.47Interest coverage ratio (Times) 73.71 90.52 108.36 153.41 173.45 125.33 81.45 131.94 212.29 106.25Price earnings ratio (PER) (Times) 17.6 27.8 21.3 27.0 30.7 23.3 51.4 57.7 43.9 29.9Price book-value ratio (PBR) (Times) 1.1 1.1 1.4 1.7 2.0 1.7 1.7 1.9 2.0 1.2

NON-FINANCIAL DATA:Number of employees 171,642 177,301 177,108 193,146 197,056 196,582 201,784 213,096 225,125 224,945 Full-time 83,427 84,293 84,422 87,279 88,247 89,112 90,737 93,534 97,587 98,744 Part-time 88,215 93,008 92,686 105,867 108,809 107,470 111,047 119,562 127,538 126,201TA-Q-BIN delivery amount (Millions of parcels) 1,348 1,423 1,487 1,665 1,622 1,731 1,867 1,836 1,803 1,799Unit price (Yen) 609 600 591 574 595 578 559 597 664 676Kuroneko DM-Bin handling volume (Millions of units) 2,312 2,187 2,112 2,084 1,901 1,536 1,542 1,464 1,211 987Unit price (Yen) 64 62 61 61 61 57 55 56 60 65

Foreign currency translation: U.S. dollar amounts have been translated, for convenience only, at the rate of ¥108.83 to U.S.$1.Note: On March 31, 2015, we ceased accepting items for Kuroneko Mail and from April 1 launched Kuroneko DM-Bin.

25

FINANCIAL SECTION


Consolidated Balance SheetMarch 31, 2020

Millions of Yen

Thousands of U.S. Dollars

(Note 1)ASSETS 2020 2019 2020

CURRENT ASSETS:

Cash and cash equivalents (Notes 2.e and 14) ¥ 197,227 ¥ 195,955 $ 1,812,246

Notes and accounts receivable (Note 14):

Trade 213,981 220,159 1,966,194

Installment (Note 4) 46,088 44,802 423,492

Lease (Note 13) 53,887 54,538 495,146

Allowance for doubtful accounts (1,440) (1,475) (13,231)

Inventories (Note 5) 4,216 3,248 38,736

Prepaid expenses and other current assets 28,925 33,032 265,786

Total current assets 542,884 550,259 4,988,369

PROPERTY, PLANT AND EQUIPMENT—At cost: Land 175,159 175,996 1,609,472 Buildings and structures 362,315 352,142 3,329,183 Vehicles 214,177 208,031 1,967,998

Machinery and equipment 132,896 133,238 1,221,132 Leased assets (Note 13) 31,261 31,538 287,243 Construction in progress 6,418 8,391 58,971

Others 21,979 26,311 201,960

Total 944,205 935,647 8,675,959

Accumulated depreciation (520,369) (506,729) (4,781,485)

Net property, plant and equipment 423,836 428,918 3,894,474

INVESTMENTS AND OTHER ASSETS: Investment securities (Notes 6 and 14) 29,205 36,229 268,356 Investments in and advances to unconsolidated subsidiaries and affiliates,

net of valuation allowance of ¥373 million ($3,427 thousand) in 2020 (Note 14) 15,217 20,530 139,817 Long-term loans 1,240 1,294 11,393 Software 18,182 17,313 167,070 Lease deposits 18,671 18,343 171,561 Deferred tax assets (Note 12) 45,611 44,386 419,104

Other assets (Notes 2.k and 9) 5,894 6,388 54,159

Total investments and other assets 134,020 144,483 1,231,460

TOTAL ¥1,100,740 ¥1,123,660 $10,114,303

See notes to consolidated financial statements.

26

FINANCIAL SECTION


Millions of Yen


(Note 1)LIABILITIES AND EQUITY 2020 2019 2020

CURRENT LIABILITIES:

Short-term bank loans (Notes 8 and 14) ¥ 70,000 ¥ 20,000 $ 643,205

Current portion of long-term debt (Notes 8 and 14) 19,079 43,592 175,305

Notes and accounts payable (Note 14):

Trade 147,082 158,938 1,351,483

Other 12,641 25,598 116,149

Income taxes payable 20,377 23,747 187,238

Accrued expenses 77,970 81,530 716,438

Deferred profit on installment sales (Notes 4 and 14) 5,028 5,342 46,204

Other current liabilities (Note 10) 56,635 51,677 520,399

Total current liabilities 408,812 410,424 3,756,421

LONG-TERM LIABILITIES:

Long-term debt (Notes 8 and 14) 35,760 49,642 328,588

Liability for employees’ retirement benefits (Notes 2.k and 9) 79,231 74,508 728,024

Deferred tax liabilities (Note 12) 2,064 4,181 18,970

Other long-term liabilities (Note 10) 12,038 11,516 110,609

Total long-term liabilities 129,093 139,847 1,186,191

COMMITMENTS LIABILITIES (Note 13)

EQUITY (Notes 11 and 18):

Common stock— authorized, 1,787,541,000 shares in 2020 and 2019 ; issued, 411,339,992 shares in 2020 and 2019 127,235 127,235 1,169,115

Capital surplus 36,813 36,813 338,263

Retained earnings 441,747 431,498 4,059,054

Treasury stock—at cost, 26,124,409 shares in 2020 and 17,065,526 shares in 2019 (54,771) (39,086) (503,266)

Accumulated other comprehensive income:

Unrealized gain on available-for-sale securities 8,158 12,975 74,959

Foreign currency translation adjustments (317) (515) (2,914)

Remeasurements of defined employees’ retirement benefit plans (Notes 2.k and 9) (3,692) (3,079) (33,924)

Total 555,173 565,841 5,101,287

Non-controlling interests 7,662 7,548 70,404

Total equity 562,835 573,389 5,171,691

TOTAL ¥1,100,740 ¥1,123,660 $10,114,303

27

FINANCIAL SECTION


Consolidated Statement of IncomeYear Ended March 31, 2020

Millions of Yen


(Note 1)

2020 2019 2020

OPERATING REVENUES ¥1,630,147 ¥1,625,315 $14,978,836

OPERATING COSTS AND EXPENSES:

Operating costs 1,526,103 1,513,988 14,022,813

Selling, general and administrative expenses 59,343 52,981 545,281

Total operating costs and expenses 1,585,446 1,566,969 14,568,094

Operating profit 44,701 58,346 410,742

OTHER INCOME (EXPENSES):

Interest and dividend income 1,096 1,036 10,068

Interest expense (422) (276) (3,881)

Gain (loss) on sales and disposal of property, plant and equipment—net 7,528 (300) 69,174

Loss on impairment of long-lived assets (Note 7) (991) (2,087) (9,100)

Gain on sales of marketable and investment securities (Note 6) 1,300 37 11,942

Loss on valuation of investment securities (Note 6) (140) (39) (1,285)

Loss on valuation of investment in unconsolidated subsidiaries and affiliates (2,207) (1,357) (20,282)

Share of loss of entities accounted for using equity method (4,169) (4,873) (38,304)

Compensation for delay damages 1,776

Loss on liquidation of business (1,207) (11,087)

Other—net (908) (5) (8,346)

Other expenses—net (120) (6,088) (1,101)

PROFIT BEFORE INCOME TAXES 44,581 52,258 409,641

INCOME TAXES (Note 12):

Current 23,026 24,651 211,573

Deferred (1,347) 1,657 (12,374)

Total income taxes 21,679 26,308 199,199

PROFIT 22,902 25,950 210,442

PROFIT ATTRIBUTABLE TO NON-CONTROLLING INTERESTS 578 268 5,315

PROFIT ATTRIBUTABLE TO OWNERS OF PARENT ¥ 22,324 ¥ 25,682 $ 205,127

YenU.S. Dollars

(Note 1)

2020 2019 2020

PER SHARE OF COMMON STOCK (Notes 2.q and 16):

Basic earnings ¥56.78 ¥65.14 $0.52

Cash dividends applicable to the year 41.00 28.00 0.38


28

FINANCIAL SECTION


Consolidated Statement of Comprehensive IncomeYear Ended March 31, 2020

Millions of Yen


(Note 1)

2020 2019 2020

PROFIT ¥22,902 ¥25,950 $210,442

OTHER COMPREHENSIVE INCOME (Note 15):

Unrealized loss on available-for-sale securities (4,928) (116) (45,281)

Foreign currency translation adjustments 199 (1,661) 1,821

Remeasurements of defined employees’ retirement benefit plans (613) 2,541 (5,634)

Share of other comprehensive income of entities accounted for using equity method (274) 274 (2,517)

Total other comprehensive (loss) income (5,616) 1,038 (51,611)

COMPREHENSIVE INCOME ¥17,286 ¥26,988 $158,831

TOTAL COMPREHENSIVE INCOME ATTRIBUTABLE TO:

Owners of parent ¥17,092 ¥26,577 $157,047

Non-controlling interests 194 411 1,784


29

FINANCIAL SECTION


Consolidated Statement of Changes in EquityYear Ended March 31, 2020

Thousands Millions of Yen

Accumulated Other Comprehensive Income

Outstanding Number of Shares of

Common Stock Common Stock Capital Surplus Retained Earnings Treasury Stock

Unrealized Gain on

Available-for-Sale Securities

Foreign Currency Translation

Adjustments

Remeasurements of Defined

Employees’ Retirement Benefit

Plans TotalNon-controlling

Interests Total Equity

BALANCE, APRIL 1, 2018 394,276 ¥127,235 ¥36,813 ¥416,855 ¥(39,081) ¥12,959 ¥1,146 ¥(5,619) ¥550,308 ¥7,279 ¥557,587

Profit attributable to owners of parent 25,682 25,682 25,682

Cash dividends, ¥28 per share (11,039) (11,039) (11,039)

Purchase of treasury stock (2) (5) (5) (5)

Disposal of treasury stock

Net change in the year 16 (1,661) 2,540 895 269 1,164

BALANCE, MARCH 31, 2019 394,274 127,235 36,813 431,498 (39,086) 12,975 (515) (3,079) 565,841 7,548 573,389

Cumulative effects of changes in accounting policies (Note 3) (641) (641) (641)

RESTATED BALANCE 127,235 36,813 430,857 (39,086) 12,975 (515) (3,079) 565,200 7,548 572,748


Cash dividends, ¥29 per share (11,434) (11,434) (11,434)

Purchase of treasury stock (9,059) (15,685) (15,685) (15,685)

Disposal of treasury stock 1

Net change in the year (4,817) 198 (613) (5,232) 114 (5,118)

BALANCE, MARCH 31, 2020 385,216 ¥127,235 ¥36,813 ¥441,747 ¥(54,771) ¥ 8,158 ¥ (317) ¥(3,692) ¥555,173 ¥7,662 ¥562,835

Thousands of U.S. Dollars (Note 1)

Accumulated Other Comprehensive Income

Common Stock Capital Surplus Retained Earnings Treasury Stock

Unrealized Gain on

Available-for-Sale Securities

Foreign Currency Translation

Adjustments

Remeasurements of Defined

Employees’ Retirement Benefit

Plans TotalNon-controlling

Interests Total Equity

BALANCE, MARCH 31, 2019 $1,169,115 $338,263 $3,964,878 $(359,144) $119,225 $(4,733) $(28,291) $5,199,313 $69,354 $5,268,667

Cumulative effects of changes in accounting policies (Note 3) (5,888) (5,888) (5,888)

RESTATED BALANCE 1,169,115 338,263 3,958,990 (359,144) 119,225 (4,733) (28,291) 5,193,425 69,354 5,262,779


Cash dividends, $0.27 per share (105,063) (105,063) (105,063)

Purchase of treasury stock (144,126) (144,126) (144,126)

Disposal of treasury stock 4 4 4

Net change in the year (44,266) 1,819 (5,633) (48,080) 1,050 (47,030)

BALANCE, MARCH 31, 2020 $1,169,115 $338,263 $4,059,054 $(503,266) $ 74,959 $(2,914) $(33,924) $5,101,287 $70,404 $5,171,691


30

FINANCIAL SECTION


Consolidated Statement of Cash FlowsYear Ended March 31, 2020

Millions of Yen


(Note 1)

2020 2019 2020

OPERATING ACTIVITIES:

Profit before income taxes ¥ 44,581 ¥ 52,258 $ 409,641

Adjustments for:

Income taxes—paid (30,034) (13,745) (275,972)

Depreciation and amortization 55,105 51,359 506,338

(Gain) loss on sales and disposal of property, plant and equipment—net (7,528) 300 (69,174)

Loss on impairment of long-lived assets 991 2,087 9,100

Gain on sales of marketable and investment securities (1,300) (37) (11,942)

Loss on valuation of investment securities 140 39 1,285

Loss on valuation of investment in unconsolidated subsidiaries and affiliates 2,207 1,357 20,282

Share of loss of entities accounted for using equity method 4,169 4,873 38,304

Compensation for delay damages received 1,776

Changes in assets and liabilities:

Decrease in notes and accounts receivable 4,478 3,223 41,151

Increase in inventories (702) (296) (6,452)

(Decrease) increase in notes and accounts payable (11,768) 3,773 (108,127)

Increase in liability for employees' retirement benefits 1,864 1,936 17,128

Other—net 12,231 9,191 112,382

Total adjustments 29,853 65,836 274,303

Net cash provided by operating activities 74,434 118,094 683,944

INVESTING ACTIVITIES:

Proceeds from sale of property, plant and equipment 13,161 4,233 120,928

Purchases of property, plant and equipment (54,853) (48,058) (504,022)

Proceeds from sales of marketable and investment securities 1,978 72 18,175

Purchases of marketable and investment securities (585) (290) (5,371)

Increase in investments in and advances to unconsolidated subsidiaries and affiliates (1,663) (1,770) (15,281)

Collection of loans 722 1,178 6,639

Payment of loans (661) (1,322) (6,076)

Other (8,043) (8,915) (73,908)

Net cash used in investing activities (49,944) (54,872) (458,916)

FINANCING ACTIVITIES:

Proceeds from (repayments of) short-term debt—net 45,634 (16,165) 419,311

Repayments of long-term debt (40,800) (43,600) (374,897)

Dividends paid (11,512) (11,178) (105,775)

Purchase of treasury stock—net (15,691) (4) (144,178)

Net cash used in financing activities (22,369) (70,947) (205,539)

FOREIGN CURRENCY TRANSLATION ADJUSTMENTS ON CASH AND CASH EQUIVALENTS (109) (487) (1,002)

NET INCREASE (DECREASE) IN CASH AND CASH EQUIVALENTS 2,012 (8,212) 18,487

CASH AND CASH EQUIVALENTS, BEGINNING OF YEAR 194,651 202,863 1,788,575

CASH AND CASH EQUIVALENTS, END OF YEAR (Note 2.e) ¥196,663 ¥194,651 $1,807,062

NON-CASH INVESTING AND FINANCING ACTIVITIES:

Newly recorded assets related to finance lease transactions ¥ — ¥ 18,131 $ —

Newly recorded liabilities related to finance lease transactions 19,768

* The amounts of newly recorded assets and liabilities related to finance lease transactions for the fiscal year ended March 31, 2020, are omitted due to immateriality.See notes to consolidated financial statements.

31

FINANCIAL SECTION


Notes to Consolidated Financial StatementsYear Ended March 31, 2020

1. BASIS OF PRESENTATION OF CONSOLIDATED FINANCIAL STATEMENTS

The accompanying consolidated financial statements have been prepared in accordance with the provisions set forth in the

Japanese Financial Instruments and Exchange Act and its related accounting regulations, and in accordance with account-

ing principles generally accepted in Japan (“Japanese GAAP”), which are different in certain respects as to the application

and disclosure requirements of International Financial Reporting Standards.

In preparing these consolidated financial statements, certain reclassifications and rearrangements have been made to

the consolidated financial statements issued domestically in order to present them in a form which is more familiar to read-

ers outside Japan. In addition, certain reclassifications and rearrangements have been made in the 2019 consolidated

financial statements to conform them to the classifications and presentations used in 2020.

The consolidated financial statements are stated in Japanese yen, the currency of the country in which Yamato

Holdings Co., Ltd. (the “Company”) is incorporated and operates. The translations of Japanese yen amounts into U.S.

dollar amounts are included solely for the convenience of readers outside Japan and have been made at the rate of

¥108.83 to $1, the approximate rate of exchange at March 31, 2020. Such translations should not be construed as repre-

sentations that the Japanese yen amounts could be converted into U.S. dollars at that or any other rate.

2. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES

a. Consolidation—The consolidated financial statements as of March 31, 2020 and 2019, include the accounts of the

Company and its 39 significant subsidiaries (together, the “Group”).

Under the control and influence concepts, those companies in which the Company, directly or indirectly, is able to

exercise control over operations are fully consolidated, and those companies over which the Group has the ability to exer-

cise significant influence are accounted for by the equity method.

The unconsolidated subsidiaries, whose combined assets, net sales, profit and retained earnings in the aggregate are

not significant to the consolidated financial statements, have not been consolidated with the Company.

There were 19 (17 in 2019) affiliates accounted for by the equity method.

Effective from the fiscal year ended March 31, 2020, GEDE ADVISORY INDONESIA and one other company are

included in the scope of the equity method due to GD EXPRESS CARRIER BHD., an affiliate accounted for using

equity method, newly acquiring their shares.

Investments in the unconsolidated subsidiaries and several affiliates not accounted for by equity method are stated at

cost, less a valuation allowance representing possible losses on the investments that are deemed to be other than tempo-

rary. If the equity method of accounting had been applied to the investments in such companies, the effect on the accom-

panying consolidated financial statements would not be material.

All significant intercompany balances and transactions have been eliminated in consolidation. All material unrealized

profit included in assets resulting from transactions within the Group is also eliminated.

b. Unification of Accounting Policies Applied to Foreign Subsidiaries for the Consolidated Financial Statements—

Under Accounting Standards Board of Japan (“ASBJ”) Practical Issues Task Force (“PITF”) No. 18, “Practical Solution on

Unification of Accounting Policies Applied to Foreign Subsidiaries for the Consolidated Financial Statements,” the account-

ing policies and procedures applied to a parent company and its subsidiaries for similar transactions and events under

similar circumstances should in principle be unified for the preparation of the consolidated financial statements. However,

financial statements prepared by foreign subsidiaries in accordance with either International Financial Reporting Standards

or generally accepted accounting principles in the United States of America tentatively may be used for the consolidation

process, except for the following items which should be adjusted in the consolidation process so that profit is accounted

for in accordance with Japanese GAAP, unless they are not material: (a) amortization of goodwill; (b) scheduled amortiza-

tion of actuarial gain or loss of pensions that has been recorded in equity through other comprehensive income; (c) expens-

ing capitalized development costs of R&D; (d) cancellation of the fair value model accounting for property, plant and

equipment and investment properties and incorporation of the cost model accounting; and (e) recording a gain or loss

through profit or loss on the sale of an investment in an equity instrument for the difference between the acquisition cost

and selling price, and recording impairment loss through profit or loss for other-than-temporary declines in the fair value of

an investment in an equity instrument, where a foreign subsidiary elects to present in other comprehensive income subse-

quent changes in the fair value of an investment in an equity instrument.

32

FINANCIAL SECTION


c. Unification of Accounting Policies Applied to Foreign Affiliated Companies for the Equity Method—ASBJ

Statement No. 16, “Accounting Standard for Equity Method of Accounting for Investments,” requires adjustments to be

made to conform the affiliate’s accounting policies for similar transactions and events under similar circumstances to those

of the parent company when the affiliate’s financial statements are used in applying the equity method, unless it is impracti-

cable to determine such adjustments. In addition, financial statements prepared by foreign affiliated companies in accor-

dance with either International Financial Reporting Standards or generally accepted accounting principles in the United

States of America tentatively may be used in applying the equity method if the following items are adjusted so that profit is

accounted for in accordance with Japanese GAAP, unless they are not material: (a) amortization of goodwill; (b) scheduled

amortization of actuarial gain or loss of pensions that has been recorded in equity through other comprehensive income; (c)

expensing capitalized development costs of R&D; (d) cancellation of the fair value model accounting for property, plant and

equipment and investment properties and incorporation of the cost model accounting ; and (e) recording a gain or loss

through profit or loss on the sale of an investment in an equity instrument for the difference between the acquisition cost

and selling price, and recording impairment loss through profit or loss for other-than-temporary declines in the fair value of

an investment in an equity instrument, where a foreign affiliate elects to present in other comprehensive income subse-

quent changes in the fair value of an investment in an equity instrument.

d. Recognition of Operating Revenues—The Group recognizes freight charge income as operating revenue at the time

when freight has been received from the shipping customer for transportation.

Fees from customers based on installment sales contracts are recognized by the equal installment method.

e. Cash Equivalents—Cash equivalents in the consolidated statement of cash flows are short-term investments that are

readily convertible into cash and that are exposed to insignificant risk of changes in value. Cash equivalents in the consoli-

dated statement of cash flows include time deposits, certificates of deposit, and mutual funds investing in bonds that rep-

resent short-term investments, all of which mature or become due within three months of the date of acquisition.

The difference between cash and cash equivalents in the accompanying consolidated balance sheet and cash and

cash equivalents in the accompanying consolidated statement of cash flows was as follows:

Millions of YenThousands of U.S. Dollars

2020 2019 2020

Cash and cash equivalents presented in the consolidated balance sheet ¥197,227 ¥195,955 $1,812,246

Time deposits due beyond three months (564) (1,304) (5,184)

Cash and cash equivalents presented in the consolidated statement of cash flows ¥196,663 ¥194,651 $1,807,062

f. Inventories—Inventories are stated at the lower of cost determined by the first-in, first-out method or net selling value.

g. Marketable and Investment Securities—Marketable and investment securities are classified and accounted for,

depending on management’s intent, as follows: (1) trading securities, which are held for the purpose of earning capital

gains in near term, are reported at fair value, and the related unrealized gains and losses are included in earnings; (2) held-

to-maturity debt securities, for which there is a positive intent and ability to hold to maturity, are reported at amortized cost;

and (3) available-for-sale securities, which are not classified as either of the aforementioned securities, are reported at fair

value, with unrealized gains and losses, net of applicable taxes, reported in a separate component of equity. The Group

had no trading securities at March 31, 2020 and 2019.

Non-marketable available-for-sale securities are stated at cost determined by the moving-average method.

For other-than-temporary declines in fair value, investment securities are reduced to net realizable value by a charge to

income.

h. Property, Plant and Equipment—Property, plant and equipment are stated at cost. Depreciation of property, plant and

equipment excluding leased assets of the Company and its domestic consolidated subsidiaries is computed substantially

by the declining-balance method, while the straight-line method is applied to buildings acquired on or after April 1, 1998,

and facilities attached to buildings and structures acquired on or after April 1, 2016. Depreciation of leased assets is com-

puted by the straight-line method over the lease period with no residual value carried.

33

FINANCIAL SECTION


The depreciation of property, plant and equipment of foreign consolidated subsidiaries is computed by the straight-line

method over the estimated useful lives of the assets. The range of useful lives is principally as follows:

Buildings and structures 7–60 years

Vehicles 2– 7 years

Machinery and equipment 2–20 years

Maintenance and repairs, including minor renewals and improvements, are charged to income as incurred.

i. Long-Lived Assets—The Group reviews its long-lived assets for impairment whenever events or changes in circum-

stances indicate the carrying amount of an asset or asset group may not be recoverable. An impairment loss is recognized

if the carrying amount of an asset or asset group exceeds the sum of the undiscounted future cash flows expected to

result from the continued use and eventual disposition of the asset or asset group. The impairment loss would be mea-

sured as the amount by which the carrying amount of the asset exceeds its recoverable amount, which is the higher of the

discounted cash flows from the continued use and eventual disposition of the asset or the net selling price at disposition.

j. Other Assets—Amortization of intangible assets is computed by the straight-line method.

Depreciation of leased assets is computed by the straight-line method over the lease period with no residual value

carried.

k. Retirement and Pension Plan—The Company and consolidated subsidiaries mainly have a contributory trusted pen-

sion plan and an unfunded retirement benefit plan. In addition, a defined contribution retirement plan was introduced along

with these defined benefit pension plans.

In calculating the retirement benefit obligations, the straight-line basis is used in determining the amount of the

expected retirement benefit obligations attributed to service performed up to the end of the current fiscal year.

Past service costs are recognized in profit or loss in full in the fiscal year in which it arises. Actuarial gains and losses

are amortized on a straight-line basis over a period within the average remaining service period of the eligible employees

(mainly five years) on and after the fiscal year following the fiscal year in which it arises.

Actuarial gains and losses are recognized within equity on the consolidated balance sheet after adjusting for tax effects,

and funded status is recognized as a liability or asset.

l. Asset Retirement Obligations—An asset retirement obligation is recorded for a legal obligation imposed either by law or

contract that results from the acquisition, construction, development, and normal operation of a tangible fixed asset and is

associated with the retirement of such tangible fixed asset.

The asset retirement obligation is recognized as the sum of the discounted cash flows required for the future asset

retirement and is recorded in the period in which the obligation is incurred if a reasonable estimate can be made. If a rea-

sonable estimate of the asset retirement obligation cannot be made in the period the asset retirement obligation is incurred,

the liability should be recognized when a reasonable estimate of the asset retirement obligation can be made. Upon initial

recognition of a liability for an asset retirement obligation, an asset retirement cost is capitalized by increasing the carrying

amount of the related fixed asset by the amount of the liability. The asset retirement cost is subsequently allocated to

expense through depreciation over the remaining useful life of the asset. Over time, the liability is accreted to its present

value each period. Any subsequent revisions to the timing or the amount of the original estimate of undiscounted cash

flows are reflected as reconciliation to the carrying amount of the liability and the capitalized amount of the related asset

retirement cost.

m. Leases—For a lessee, all finance lease transactions are capitalized to recognize lease assets and lease obligations in

the balance sheet.

For a lessor, all finance leases that deem to transfer ownership of the leased property to the lessee are recognized as

lease receivables, and all finance leases that deem not to transfer ownership of the leased property to the lessee are recog-

nized as investments in leases.

Notes to Consolidated Financial Statements

34

FINANCIAL SECTION


n. Income Taxes—The provision for income taxes is computed based on the pretax income included in the consolidated

statement of income. The asset and liability approach is used to recognize deferred tax assets and liabilities for the

expected future tax consequences of temporary differences between the carrying amounts and the tax bases of assets

and liabilities. Deferred taxes are measured by applying currently enacted income tax rates to the temporary differences.

o. Foreign Currency Transactions—All short and long-term monetary receivables and payables denominated in foreign

currencies are translated into Japanese yen at the exchange rates at the balance sheet date.

p. Foreign Currency Financial Statements—The balance sheet accounts of the consolidated foreign subsidiaries are

translated into Japanese yen at the current exchange rate as of the balance sheet date except for equity, which is trans-

lated at the historical rate. Differences arising from such translation are shown as “Foreign currency translation adjust-

ments” under accumulated other comprehensive income in a separate component of equity.

Revenue and expense accounts of the consolidated foreign subsidiaries are translated into Japanese yen at the current

exchange rates as of the balance sheet date.

q. Per Share Information—Basic earnings per share is computed by dividing profit attributable to common shareholders

by the weighted-average number of common shares outstanding for the period, retroactively adjusted for stock splits.

Diluted earnings per share reflects the potential dilution that could occur if securities were exercised or converted into

common stock. Diluted earnings per share of common stock assumes full conversion of the outstanding convertible notes

and bonds at the beginning of the year (or at the time of issuance) with an applicable adjustment for related interest

expense, net of tax, and full exercise of outstanding warrants.

For the years ended March 31, 2020 and 2019, diluted earnings per share is not disclosed because the Company had

no dilutive securities.

Cash dividends per share presented in the accompanying consolidated statement of income are dividends applicable

to the respective fiscal years, including dividends to be paid after the end of the year.

r. Accounting Changes and Error Corrections—Under ASBJ Statement No. 24, “Accounting Standard for Accounting

Changes and Error Corrections,” and ASBJ Guidance No. 24, “Guidance on Accounting Standard for Accounting Changes

and Error Corrections,” accounting treatments are required as follows:

(1) Changes in Accounting Policies—When a new accounting policy is applied following revision of an accounting stan-

dard, the new policy is applied retrospectively unless the revised accounting standard includes specific transitional provi-

sions, in which case the entity shall comply with the specific transitional provisions. (2) Changes in Presentation—When the

presentation of financial statements is changed, prior-period financial statements are reclassified in accordance with the

new presentation. (3) Changes in Accounting Estimates—A change in an accounting estimate is accounted for in the

period of the change if the change affects that period only, and is accounted for prospectively if the change affects both the

period of the change and future periods. (4) Corrections of Prior-Period Errors—When an error in prior-period financial

statements is discovered, those statements are restated.

s. Assumption for Effects of the Novel Coronavirus Disease (“COVID-19”) in Accounting Estimate —In the Group,

delivery amount, particularly in individual customers and e-commerce markets, has increased due to voluntarily refraining

from going out and expansion of stay-at-home consumption since the spread of COVID-19. On the other hand, delivery

amount in small-lot corporate clients gradually decreased due to worldwide stagnation of the production activities in manu-

facturing industry and international trade and voluntarily refraining from business activities.

The spread of COVID-19 affects economy and business activities widely, and predicting when the pandemic might

subside is difficult. Under these circumstances, in assessing impairment loss on fixed assets and recoverability of deferred

tax assets, the Group assumed that COVID-19 affects financial performance of the business involved in corporate logistics

for a certain period of time during the fiscal year ending March 31, 2021, considering the effect on receiving orders.

The Group determined that the impact of COVID-19 on accounting estimates is immaterial for other business considering

continuous operation of the business during COVID-19 outbreak. Based on these assumptions, the Company did not

recognize impairment loss on fixed assets and reversal of deferred tax assets as a result of the effect of COVID-19.

In addition, the effect of COVID-19 on business environment is uncertain, and may impact the consolidated financial

statements for the year ending March 31, 2021, if the situation changes.

35

FINANCIAL SECTION


t. New Accounting Pronouncements

Accounting Standards for Revenue Recognition—In March 2018, the ASBJ issued ASBJ Statement No. 29,

“Accounting Standard for Revenue Recognition,” and ASBJ Guidance No. 30, “Implementation Guidance on Accounting

Standard for Revenue Recognition.” An entity should recognize revenue by applying the following steps:

Step 1: Identify the contract(s) with a customer

Step 2: Identify the performance obligations in the contract

Step 3: Determine the transaction price

Step 4: Allocate the transaction price to the performance obligations in the contract

Step 5: Recognize revenue when (or as) the entity satisfies a performance obligation

The accounting standard and guidance will be applied from the beginning of the fiscal year that begins on or after

April 1, 2021.

The Company is now in the process of measuring the effect of applying the accounting standard and guidance.

3. ACCOUNTING CHANGES

Certain subsidiaries, which apply International Financial Reporting Standards, adopted IFRS 16 Leases (“IFRS 16”) from the

fiscal year ended March 31, 2020. In line with this adoption, lessees, in principle, recognize all leases as assets and liabili-

ties on the balance sheet. In applying IFRS 16, retained earnings have been adjusted for the cumulative effect of changes

in accounting policies at the beginning of the fiscal year ended March 31, 2020, resulting from the transitional treatment.

The effect of this application on the consolidated financial statements and per share information is immaterial.

4. INSTALLMENT RECEIVABLES

Sales recorded on the installment basis were 0.3% of operating revenues in both 2020 and 2019.

Annual maturities of installment receivables at March 31, 2020, and related amortization of deferred profit on installment

sales are as follows:

Millions of Yen Thousands of U.S. Dollars

Year Ending March 31 ReceivablesDeferred Profit on Installment Sales Receivables

Deferred Profit on Installment Sales

2021 ¥22,467 ¥1,972 $206,441 $18,121

2022 10,971 1,359 100,805 12,484

2023 6,363 828 58,472 7,612

2024 3,283 431 30,170 3,958

2025 1,625 217 14,935 1,998

2026 and thereafter 1,379 221 12,669 2,031

Total ¥46,088 ¥5,028 $423,492 $46,204

5. INVENTORIES

Inventories at March 31, 2020 and 2019, consisted of the following:


2020 2019 2020

Merchandise ¥ 552 ¥ 643 $ 5,074

Work in process 166 194 1,523

Raw materials and supplies 3,498 2,411 32,139

Total ¥4,216 ¥3,248 $38,736


36

FINANCIAL SECTION


6. MARKETABLE AND INVESTMENT SECURITIES

Marketable and investment securities as of March 31, 2020 and 2019, consisted of the following:


2020 2019 2020

Non-current:

Marketable equity securities ¥26,466 ¥33,742 $243,192

Non-marketable equity securities 935 944 8,589

Other 1,804 1,543 16,575

Total ¥29,205 ¥36,229 $268,356

Information regarding each category of the securities classified as available-for-sale at March 31, 2020 and 2019, is as follows:

Millions of Yen

2020

Cost Unrealized Gains Unrealized Losses Fair Value

Securities classified as:

Available-for-sale: Equity securities ¥14,507 ¥12,797 ¥838 ¥26,466

Millions of Yen

2019



Available-for-sale: Equity securities ¥15,002 ¥18,765 ¥25 ¥33,742


2020



Available-for-sale: Equity securities $133,302 $117,592 $7,702 $243,192

Information for available-for-sale securities, which were sold during the years ended March 31, 2020 and 2019, is as follows:

Millions of Yen

March 31, 2020 Proceeds Realized Gains Realized Losses

Available-for-sale: Equity securities ¥1,978 ¥1,300 ¥—

Millions of Yen


Available-for-sale: Equity securities ¥72 ¥37 ¥—



Available-for-sale: Equity securities $18,175 $11,942 $—

Loss on valuation of available-for-sale equity securities for the year ended March 31, 2020 and 2019, were ¥140 million

($1,285 thousand) and ¥39 million, respectively.

37

FINANCIAL SECTION


7. LONG-LIVED ASSETS

The Group reviewed its long-lived assets for impairment as of the years ended March 31, 2020 and 2019. As a result, the

Group recognized an impairment loss of ¥991 million ($9,100 thousand) as other expense for the asset groups of the Trade

Logistics Service of Yamato Global Logistics Japan Co., Ltd. and 16 other asset groups for the year ended March 31,

2020, and ¥2,087 million as other expense for the asset groups of the head office and the Kansai Regional Branch of

Yamato Home Convenience Co., Ltd. and 21 other asset groups for the year ended March 31, 2019, due to continuous

operating losses of those units or significant declines in market prices. The carrying amounts of the relevant asset groups

were written down to their recoverable amounts. In the case where the net selling prices were used as recoverable

amounts, the relevant asset groups were evaluated mainly based on Real Estate Appraisal Standards, assessed value of

fixed assets, and posted land prices. In the case where the recoverable amounts were measured at its value in use, the

discount rates used for computation of present value of future cash flows for years ended March 31, 2020 and 2019, were

4.32% and 4.55%, respectively.

8. BANK LOANS AND LONG-TERM DEBT

Short-term bank loans at March 31, 2020 and 2019, consisted of notes to banks and bank overdrafts. The weighted-

average interest rates applicable to the bank loans as of March 31, 2020 and 2019, were approximately 0.092% and

0.040%, respectively.

Long-term debt at March 31, 2020 and 2019, consisted of the following:


2020 2019 2020

0.120% to 0.299% loans from banks due 2020 to 2022 ¥ 19,500 $ 179,179

0.030% to 0.299% loans from banks due 2019 to 2022 ¥ 60,300

Lease obligations 25,339 22,934 232,828

Unsecured 0.090% bonds due in March 2021 10,000 10,000 91,886

Total 54,839 93,234 503,893

Less current portion (19,079) (43,592) (175,305)

Total ¥ 35,760 ¥ 49,642 $ 328,588

Annual maturities of long-term debt at March 31, 2020, are as follows:

Year Ending March 31 Millions of YenThousands of U.S. Dollars

2021 ¥19,079 $175,305

2022 16,645 152,946

2023 2,103 19,322

2024 1,931 17,745

2025 1,353 12,435

2026 and thereafter 13,728 126,140

Total ¥54,839 $503,893


38

FINANCIAL SECTION


9. RETIREMENT AND PENSION PLANS

The Group has defined benefit pension plans and defined contribution retirement plans for employees.

The defined benefit pension plans provide, under most circumstances, that employees terminating their employment

are entitled to retirement benefits determined based on the rate of pay at the time of termination, years of service, and

certain other factors. Such retirement benefits are made in the form of a lump-sum severance payment from the Company

or from the consolidated subsidiaries and annuity payments from a trustee. Employees are entitled to larger payments if the

termination is involuntary, by retirement at the mandatory retirement age, by death, or by voluntary retirement at certain

specific ages exceeding the standard retirement age.

(1) Defined Benefit Pension Plans

The changes in defined benefit obligation for the years ended March 31, 2020 and 2019, were as follows:


2020 2019 2020

Balance at beginning of year ¥172,209 ¥169,653 $1,582,369

Service cost 13,146 12,141 120,788

Interest cost 171 169 1,574

Actuarial loss (gain) arising during the year 519 (2,658) 4,773

Retirement benefits paid (8,210) (7,387) (75,437)

Past service cost arising during the year 291

Balance at end of year ¥177,835 ¥172,209 $1,634,067

The changes in plan assets for the years ended March 31, 2020 and 2019, were as follows:


2020 2019 2020

Balance at beginning of year ¥97,863 ¥94,287 $899,227

Expected return on plan assets 979 943 8,992

Actuarial (loss) gain arising during the year (2,379) 295 (21,855)

Contributions from the employer 4,448 4,386 40,872

Retirement benefits paid (2,183) (2,048) (20,057)

Balance at end of year ¥98,728 ¥97,863 $907,179

Reconciliation between the liability recorded in the consolidated balance sheet and the balances of defined benefit obliga-

tion and plan assets as of March 31, 2020 and 2019, were as follows:


2020 2019 2020

Defined benefit obligation of funded plan ¥ 65,656 ¥ 65,259 $ 603,292

Plan assets (98,728) (97,863) (907,179)

(33,072) (32,604) (303,887)

Defined benefit obligation of unfunded plan 112,179 106,950 1,030,775

Net liability arising from defined benefit obligation ¥ 79,107 ¥ 74,346 $ 726,888


2020 2019 2020

Liability for employees’ retirement benefits ¥79,231 ¥74,508 $728,024

Asset for employees’ retirement benefits (124) (162) (1,136)

Net liability arising from defined benefit obligation ¥79,107 ¥74,346 $726,888

The amount of the liability and asset for employees’ retirement benefits that are offset individually by the Company and

subsidiaries are combined.

39

FINANCIAL SECTION


The components of net periodic benefit costs for the years ended March 31, 2020 and 2019, were as follows:


2020 2019 2020

Service cost ¥13,146 ¥12,141 $120,788

Interest cost 171 169 1,574

Expected return on plan assets (979) (943) (8,992)

Recognized actuarial loss 2,029 712 18,639

Past service cost 291

Others (6) (47) (51)

Net periodic benefit costs ¥14,361 ¥12,323 $131,958

Amounts recognized in other comprehensive income (before income tax effect adjustments) in respect of defined retire-

ment benefit plans for the years ended March 31, 2020 and 2019, were as follows:


2020 2019 2020

Actuarial (loss) gain ¥(869) ¥3,665 $(7,989)

Total ¥(869) ¥3,665 $(7,989)

Amounts recognized in accumulated other comprehensive income (before income tax effect adjustments) in respect of

defined retirement benefit plans as of March 31, 2020 and 2019, were as follows:


2020 2019 2020

Unrecognized actuarial loss ¥(5,232) ¥(4,363) $(48,075)

Total ¥(5,232) ¥(4,363) $(48,075)

Plan assets as of March 31, 2020 and 2019, consisted of the following:

2020 2019

General accounts 33% 32%

Debt investments 24 25

Equity investments 18 22

Others 25 21

Total 100% 100%

Assumptions used for the years ended March 31, 2020 and 2019, were set forth as follows:

2020 2019

Discount rate 0.1% 0.1%

Expected rate of return on plan assets 1.0% 1.0%

The expected rate of return on plan assets is determined on the basis of the distribution of plan assets, past perfor-

mance of respective assets that make up investments of plan assets, and market trends.

(2) Defined Contribution Retirement Plans

The amounts contributed to the defined contribution retirement plans of the Group for the years ended March 31, 2020

and 2019, were ¥2,764 million ($25,394 thousand) and ¥2,432 million, respectively.


40

FINANCIAL SECTION


10. ASSET RETIREMENT OBLIGATIONS

The changes in asset retirement obligations for the years ended March 31, 2020 and 2019, were as follows:


2020 2019 2020

Balance at beginning of year ¥8,686 ¥5,800 $79,812

A dditional provisions associated with the acquisition of property, plant and equipment 777 2,263 7,134

Reconciliation associated with passage of time 112 106 1,031

Reconciliation associated with changes in accounting estimates (89) 629 (817)

Reduction associated with settlement of asset retirement obligations (559) (92) (5,133)

Others (20) (3)

Balance at end of year ¥8,927 ¥8,686 $82,024

Changes in accounting estimates were recorded as it became evident that the estimate of the discounted cash flows

required for future asset retirement would change at the beginning of the year. A reconciliation has been prepared for the

change, which resulted in a decrease and increase of the asset retirement obligation for the years ended March 31, 2020

and 2019, by ¥89 million ($817 thousand) and ¥629 million, respectively.

11. EQUITY

Japanese companies are subject to the Companies Act of Japan (the “Companies Act”). The significant provisions in the

Companies Act that affect financial and accounting matters are summarized below:

a. Dividends

Under the Companies Act, companies can pay dividends at any time during the fiscal year in addition to the year-end divi-

dend upon resolution at the shareholders’ meeting. For companies that meet certain criteria such as (1) having a Board of

Directors, (2) having independent auditors, (3) having an Audit & Supervisory Board, and (4) the term of service of the direc-

tors being prescribed as one year rather than the normal two-year term by its articles of incorporation, the Board of

Directors may declare dividends (except for dividends-in-kind) at any time during the fiscal year if the company has pre-

scribed so in its articles of incorporation. The Company meets all the above criteria.

The Companies Act permits companies to distribute dividends-in-kind (non-cash assets) to shareholders subject to a

certain limitation and additional requirements.

Semiannual interim dividends may also be paid once a year upon resolution by the Board of Directors if the articles of

incorporation of the company so stipulate. The Companies Act provides certain limitations on the amounts available for

dividends or the purchase of treasury stock. The limitation is defined as the amount available for distribution to the share-

holders, but the amount of net assets after dividends must be maintained at no less than ¥3 million.

b. Increases/Decreases and Transfer of Common Stock, Reserve and Surplus

The Companies Act requires that an amount equal to 10% of dividends must be appropriated as a legal reserve (a compo-

nent of retained earnings) or as additional paid-in capital (a component of capital surplus) depending on the equity account

charged upon the payment of such dividends until the aggregate amount of legal reserve and additional paid-in capital

equals 25% of the common stock. Under the Companies Act, the total amount of additional paid-in capital and legal

reserve may be reversed without limitation. The Companies Act also provides that common stock, legal reserve, additional

paid-in capital, other capital surplus, and retained earnings can be transferred among the accounts within equity under

certain conditions upon resolution of the shareholders.

c. Treasury Stock

The Companies Act also provides for companies to purchase treasury stock and dispose of such treasury stock by resolu-

tion of the Board of Directors. The amount of treasury stock purchased cannot exceed the amount available for distribution

to the shareholders, which is determined by a specific formula. The Companies Act also provides that companies can

purchase both treasury stock acquisition rights and treasury stock. Such treasury stock acquisition rights are presented as

a separate component of equity.

41

FINANCIAL SECTION


12. INCOME TAXES

The Company and its domestic subsidiaries are subject to Japanese national and local income taxes, which, in the aggre-

gate, resulted in normal effective statutory tax rates of 30.6% for the years ended March 31, 2020 and 2019.

The tax effects of significant temporary differences and tax loss carryforwards which resulted in deferred tax assets and

liabilities at March 31, 2020 and 2019, were as follows:


2020 2019 2020

Deferred tax assets:

Accrued expenses ¥ 10,961 ¥ 10,956 $ 100,720

Legal welfare expense 1,811 1,808 16,639

Enterprise tax 2,100 2,309 19,296

Allowance for doubtful accounts 679 623 6,241

Tax loss carryforwards 10,056 7,433 92,401

Liability for employees’ retirement benefits 24,425 22,909 224,435

Loss on valuation of land 20,759 20,759 190,750

Loss on impairment of long-lived assets 4,656 4,732 42,777

Loss on valuation of investment securities 1,145 1,771 10,519

Unrealized profit 3,048 2,763 28,003

Loss on valuation of telephone subscription rights 403 404 3,705

Other 7,863 7,719 72,248

Total of tax loss carryforwards and temporary differences 87,906 84,186 807,734

Less valuation allowance for tax loss carryforwards (9,541) (7,400) (87,664)

Less valuation allowance for temporary differences (26,947) (27,306) (247,611)

Total valuation allowance (36,488) (34,706) (335,275)

Deferred tax assets ¥ 51,418 ¥ 49,480 $ 472,459

Deferred tax liabilities:

Unrealized gain on available-for-sale securities ¥ (3,318) ¥ (5,073) $ (30,489)

Other (4,553) (4,202) (41,836)

Deferred tax liabilities ¥ (7,871) ¥ (9,275) $ (72,325)

Deferred tax assets—net ¥ 43,547 ¥ 40,205 $ 400,134

The expiration of tax loss carryforwards, the related valuation allowances and the resulting net deferred tax assets as of

March 31, 2020, are as follows:

Millions of Yen

Year Ending March 31

Deferred Tax Assets Relating

to Tax Loss Carryforwards

Less Valuation Allowances for

Tax Loss Carryforwards

Net Deferred Tax Assets Relating


2021 ¥ 425 ¥ (398) ¥ 27

2022 398 (398)

2023 341 (341)

2024 685 (685)

2025 223 (223)

2026 and thereafter 7,984 (7,496) 488

Total ¥10,056 ¥(9,541) ¥515


42

FINANCIAL SECTION



Year Ending March 31

Deferred Tax Assets Relating


Less Valuation Allowances for

Tax Loss Carryforwards

Net Deferred Tax Assets Relating


2021 $ 3,905 $ (3,654) $ 251

2022 3,658 (3,658)

2023 3,128 (3,128)

2024 6,297 (6,297)

2025 2,048 (2,048)

2026 and thereafter 73,365 (68,879) 4,486

Total $92,401 $(87,664) $4,737

Reconciliation between the normal effective statutory tax rates and the actual effective tax rates reflected in the accompa-

nying consolidated statement of income for the year ended March 31, 2020, with the corresponding figures for 2019 was

as follows:

2020 2019

Normal effective statutory tax rate 30.6% 30.6%

Per capita levy of local taxes 7.2 6.1

Difference of tax rates for foreign subsidiaries 1.3 3.6

Valuation allowance 5.7 5.4

Share of profit or loss of entities accounted for using equity method 2.9 2.9

Other—net 0.9 1.7

Actual effective tax rate 48.6% 50.3%

13. LEASES

(1) Lessee

The Group leases certain building, machinery, computer equipment and other assets.

Future rental payments under non-cancelable operating leases at March 31, 2020 and 2019, were as follows:


2020 2019 2020

Due within one year ¥ 4,996 ¥ 5,176 $ 45,909

Due after one year 25,672 29,339 235,886

Total ¥30,668 ¥34,515 $281,795

(2) Lessor

The net investments in lease as of March 31, 2020 and 2019, were summarized as follows:


2020 2019 2020

Gross lease receivables ¥50,250 ¥51,428 $461,724

Unguaranteed residual values 6,544 6,969 60,133

Unearned interest income (3,853) (4,246) (35,402)

Investments in leases—current ¥52,941 ¥54,151 $486,455

43

FINANCIAL SECTION


Maturities of lease receivables for finance leases that deem to transfer ownership of the leased property to the lessee as of

March 31, 2020, are as follows:


2021 ¥ 211 $1,941

2022 210 1,929

2023 220 2,020

2024 228 2,093

2025 146 1,344

2026 and thereafter 5 45

Total ¥1,020 $9,372

Maturities of investments in lease for finance leases that deem not to transfer ownership of the leased property to the

lessee as of March 31, 2020, are as follows:


2021 ¥17,688 $162,530

2022 14,057 129,161

2023 9,980 91,705

2024 5,995 55,083

2025 2,237 20,555

2026 and thereafter 293 2,690

Total ¥50,250 $461,724

The minimum rental commitments under non-cancelable operating leases at March 31, 2020 and 2019, are as follows:


2020 2019 2020

Due within one year ¥3,109 ¥4,024 $28,568

Due after one year 3,271 5,621 30,060

Total ¥6,380 ¥9,645 $58,628

14. FINANCIAL INSTRUMENTS AND RELATED DISCLOSURES

(1) Group Policy for Financial Instruments

The Group uses financial instruments, mainly long-term debt including bank loans and bonds, in order to expand its busi-

ness based on its investment plan to expand its network. Cash surpluses, if any, are invested in low risk financial assets.

Derivatives are used, not for speculative purposes, but to manage exposure to interest fluctuation risk. Certain consoli-

dated subsidiaries conduct leasing or installment sales operations.

(2) Nature and Extent of Risks Arising from Financial Instruments and the Risk Management for Financial Instruments

Receivables such as notes and accounts receivable and installment sales receivable are exposed to customer credit risk.

Therefore, the Group minimizes customers’ credit risk by monitoring collections and accrued receivables at due dates.

Marketable and investment securities are mainly equity securities of the companies with which the Group has business

relationships or capital alliances. Such securities are exposed to the risk of market price fluctuations.

Most payment terms of payables such as notes and accounts payable are less than one year.

Short-term bank loans and long-term bank loans are mainly related to a financial business. Bank loans are mainly vari-

able interest rate loans.

Accounts payable and bank loans exposed to liquidity risks are managed by each company of the Group, such as

through fund settlement, bookkeeping, monitoring of the balances outstanding, and managing cash flows.


44

FINANCIAL SECTION


(3) Fair Values of Financial Instruments

Fair values of financial instruments are based on quoted prices in active markets. If a quoted price is not available, other

rational valuation techniques are used instead. The value could vary depending on the technique used.

Fair values of financial instruments at March 31, 2020 and 2019, were as follows:

Millions of Yen

March 31, 2020 Carrying Amount Fair Value Difference

Assets:

Cash and cash equivalents ¥197,227 ¥197,227

Trade notes and accounts receivable 213,981

Allowance for doubtful accounts (53)

213,928 213,503 ¥ (425)

Installment sales receivable 46,088

Allowance for doubtful accounts (1,218)

Deferred profit on installment sales (5,028)

39,842 44,808 4,966

Available-for-sale securities 26,466 26,466

Shares of affiliates 8,045 9,229 1,184

Liabilities:

Trade notes and accounts payable 147,082 147,082

Short-term loans 75,500 75,497 (3)

Long-term loans 14,000 14,002 2

Millions of Yen


Assets:

Cash and cash equivalents ¥195,955 ¥195,955

Trade notes and accounts receivable 220,159


220,051 219,922 ¥ (129)




38,331 43,602 5,271


Shares of affiliates 9,036 9,036

Liabilities:

Trade notes and accounts payable 158,938 158,938

Short-term loans 60,800 60,789 (11)

Long-term loans 19,500 19,507 7

45

FINANCIAL SECTION




Assets:

Cash and cash equivalents $1,812,246 $1,812,246

Trade notes and accounts receivable 1,966,194


1,965,708 1,961,806 $ (3,902)




366,092 411,729 45,637


Shares of affiliates 73,925 84,803 10,878

Liabilities:

Trade notes and accounts payable 1,351,483 1,351,483

Short-term loans 693,743 693,717 (26)

Long-term loans 128,641 128,657 16

Cash and cash equivalents

The carrying values of cash and cash equivalents approximate fair value because of their short maturities.

Trade notes and accounts receivable

The fair values of receivables are measured at the amount to be received at maturity discounted at the Group’s assumed

corporate discount rate. A portion of these receivables is determined by discounting the future cash flows related to the

receivables at the rate of government bonds.

Installment sales receivable

Allowances for doubtful accounts and deferred profit on installment sales are deducted from the fair values of installment

sales receivable, which are determined by discounting the future cash flows related to the installment sales receivable at

the market interest rate.

Marketable and investment securities

The fair values of marketable and investment securities are measured at the quoted market price of the stock exchange for

the equity instruments, and at the quoted price obtained from the financial institution for certain debt instruments. Fair

value information for marketable and investment securities by classification is included in Note 6.

Trade notes and accounts payable

The fair values of payables, all of which are substantially paid within one year, are measured at the amount to be paid.

Short-term loans and long-term loans

The fair values of short-term bank loans and long-term loans are determined by discounting the future cash flows related to

the debt at the Group’s assumed corporate borrowing rate.

The current portion of long-term bank loans is included in short-term loans in the above table in addition to short-term

bank loans on the consolidated balance sheet. Lease payments are not included in long-term loans in the above table.

(4) Financial Instruments Whose Fair Value Cannot Be Reliably Determined


2020 2019 2020

Shares of affiliates ¥2,162 ¥5,650 $19,867

Other 3,637 5,585 33,416


46

FINANCIAL SECTION


(5) Maturity Analysis for Financial Assets and Securities with Contractual Maturities

Millions of Yen

March 31, 2020Due in One Year

or LessDue after One Year through Five Years

Due after Five Years

Cash and cash equivalents ¥197,227

Trade notes and accounts receivable 199,214 ¥14,657 ¥ 110

Installment sales receivable 22,467 22,242 1,379

Total ¥418,908 ¥36,899 ¥1,489

Millions of Yen




Cash and cash equivalents ¥195,955

Trade notes and accounts receivable 203,228 ¥16,898 ¥ 33

Installment sales receivable 22,667 21,321 814

Total ¥421,850 ¥38,219 ¥847





Cash and cash equivalents $1,812,246

Trade notes and accounts receivable 1,830,514 $134,669 $ 1,011

Installment sales receivable 206,441 204,382 12,669

Total $3,849,201 $339,051 $13,680

(6) Maturity Analysis for Long-Term Loans


2021 ¥ 5,500 $ 50,538

2022 14,000 128,641

Total ¥19,500 $179,179

Please see Note 8 for annual maturities of long-term loans.

15. OTHER COMPREHENSIVE INCOME

The components of other comprehensive income for the years ended March 31, 2020 and 2019, were as follows:


2020 2019 2020

Unrealized gain on available-for-sale securities:

Adjustments arising during the year ¥(5,579) ¥ (132) $(51,265)

Reclassification adjustments to profit or loss (1,086) (37) (9,977)

Amount before income tax effect (6,665) (169) (61,242)

Income tax effect 1,737 53 15,961

Total ¥(4,928) ¥ (116) $(45,281)

Foreign currency translation adjustments:

Adjustments arising during the year ¥ 199 ¥(1,661) $ 1,821

Remeasurements of defined employees' retirement benefit plans:

Adjustments arising during the year ¥(2,898) ¥ 2,953 $(26,628)

Reclassification adjustments to profit or loss 2,029 712 18,639

Amount before income tax effect (869) 3,665 (7,989)

Income tax effect 256 (1,124) 2,355

Total ¥ (613) ¥ 2,541 $ (5,634)

Share of other comprehensive income of entities accounted for using equity method:

Adjustments arising during the year ¥ (274) ¥ 274 $ (2,517)

Total other comprehensive (loss) income ¥(5,616) ¥ 1,038 $(51,611)

47

FINANCIAL SECTION


16. EARNINGS PER SHARE

Basic earnings per share (“EPS”) for the years ended March 31, 2020 and 2019, was as follows:


Shares Yen U.S. Dollars

Year Ended March 31, 2020Profit Attributable to Owners of Parent

Weighted-average Shares EPS

Basic EPS—Profit attributable to common shareholders ¥22,324 393,171 ¥56.78 $0.52

Year Ended March 31, 2019

Basic EPS—Profit attributable to common shareholders ¥25,682 394,275 ¥65.14

17. SEGMENT INFORMATION

(1) Description of Reportable Segments

The Group identifies operating segments as components of entity for which discrete financial information is available and

whose operating results are regularly reviewed by the Board of Directors in order to make decisions about resources to be

allocated to the segments and assess their performance.

The Company, as a pure holding company, forms six reportable segments classified according to business content and

manages them based on these reportable segments. Therefore, the Group has the following six reporting segments:

“Delivery,” “BIZ-Logistics,” “Home Convenience,” “e-Business,” “Financial,” and “Autoworks” based on the above policy.

The Group defines the reporting segments as follows:

Delivery: Small-parcel delivery services such as TA-Q-BIN (door-to-door parcel delivery) and Kuroneko DM-Bin

(posting service)

BIZ-Logistics: Intercompany logistics services, aimed at the B2B supply-chain management market

Home Convenience: Lifestyle support services intimately connected with the needs of local markets, such as moving and

household effects delivery services

e-Business: Information services targeted at the business market, including ASP services and the development of

information systems

Financial: Financial services targeted at business customers and consumers, such as settlement and collection

Autoworks: Vehicle maintenance services and fuel supply targeted at transport companies

(2) Methods of Measurement for the Amounts of Segment Revenues, Segment Profit, Segment Assets, and Other

Items for Each Reportable Segment

The accounting policies of each reportable segment are consistent with those disclosed in Note 2, “Summary of Significant

Accounting Policies.”


48

FINANCIAL SECTION


(3) Information about Segment Revenues, Segment Profit, Segment Assets, and Other Items

Millions of Yen

2020

Delivery BIZ-Logistics Home Convenience e-Business Financial Autoworks Other Total Reconciliation Consolidated

Segment revenues:

S egment revenues from customers ¥1,310,068 ¥143,934 ¥ 27,806 ¥30,579 ¥ 77,073 ¥24,923 ¥15,764 ¥1,630,147 ¥ — ¥1,630,147

Intersegment revenues 56,763 13,837 11,399 43,188 2,815 30,976 66,018 224,996 (224,996)Total segment revenues ¥1,366,831 ¥157,771 ¥ 39,205 ¥73,767 ¥ 79,888 ¥55,899 ¥81,782 ¥1,855,143 ¥(224,996) ¥1,630,147

Segment profit (loss) ¥ 27,250 ¥ 4,976 ¥(10,062) ¥10,669 ¥ 6,323 ¥ 4,295 ¥36,045 ¥ 79,496 ¥ (34,795) ¥ 44,701Segment assets 687,610 74,998 12,649 47,452 245,235 29,567 22,458 1,119,969 (19,229) 1,100,740Other:

Depreciation and amortization 41,586 3,301 433 3,231 4,725 678 842 54,796 287 55,083 Investment in entities accounted for using

equity method 440 1,550 1,990 8,045 10,035 Increase of tangible and intangible fixed assets 41,852 3,184 325 1,884 4,334 1,639 637 53,855 1,179 55,034

Millions of Yen

2019Delivery BIZ-Logistics Home Convenience e-Business Financial Autoworks Other Total Reconciliation Consolidated

Segment revenues:

S egment revenues from customers ¥1,297,223 ¥147,437 ¥33,405 ¥26,593 ¥ 79,967 ¥25,985 ¥14,705 ¥1,625,315 ¥ — ¥1,625,315

Intersegment revenues 64,137 12,282 12,623 41,153 2,856 31,416 46,298 210,765 (210,765)Total segment revenues ¥1,361,360 ¥159,719 ¥46,028 ¥67,746 ¥ 82,823 ¥57,401 ¥61,003 ¥1,836,080 ¥(210,765) ¥1,625,315

Segment profit (loss) ¥ 40,788 ¥ 3,329 ¥ (7,765) ¥ 8,740 ¥ 6,245 ¥ 4,434 ¥19,373 ¥ 75,144 ¥ (16,798) ¥ 58,346 Segment assets 718,911 77,463 12,281 44,136 257,207 29,379 22,386 1,161,763 (38,103) 1,123,660 Other:

Depreciation and amortization 37,221 2,575 515 3,531 6,000 645 622 51,109 238 51,347 Investment in entities accounted for using

equity method 426 4,836 5,262 9,252 14,514 Increase of tangible and intangible fixed assets 56,896 5,212 764 1,571 7,104 513 7,647 79,707 132 79,839


2020

Delivery BIZ-Logistics Home Convenience e-Business Financial Autoworks Other Total Reconciliation Consolidated

Segment revenues:

S egment revenues from customers $12,037,746 $1,322,562 $255,497 $280,980 $ 708,195 $229,006 $144,850 $14,978,836 $ — $14,978,836

Intersegment revenues 521,574 127,136 104,740 396,841 25,866 284,631 606,620 2,067,408 (2,067,408)Total segment revenues $12,559,320 $1,449,698 $360,237 $677,821 $ 734,061 $513,637 $751,470 $17,046,244 $(2,067,408) $14,978,836

Segment profit (loss) $ 250,390 $ 45,720 $ (92,456) $ 98,030 $ 58,099 $ 39,465 $331,210 $ 730,458 $ (319,716) $ 410,742Segment assets 6,318,205 689,134 116,225 436,016 2,253,372 271,683 206,354 10,290,989 (176,686) 10,114,303Other:

Depreciation and amortization 382,115 30,333 3,979 29,686 43,420 6,228 7,737 503,498 2,640 506,138 Investment in entities accounted for using

equity method 4,043 14,240 18,283 73,925 92,208 Increase of tangible and intangible fixed assets 384,567 29,258 2,986 17,311 39,821 15,059 5,851 494,853 10,833 505,686

Notes: ”Other” includes JITBOX charter services and shared services. Segment revenues and segment profit of “Other” include dividends for the years ended March 31, 2020 and 2019, of ¥37,024 million ($340,200 thousand) and ¥18,594 mil-

lion, respectively, which the Company received from its subsidiaries as a pure holding company. Reconciliations are as follows: (1) Reconciliations of segment profit for the years ended March 31, 2020 and 2019, of ¥34,795 million ($319,716 thousand) and ¥16,798 million, respectively, are interseg-

ment eliminations and others. (2) Reconciliations of segment assets at March 31, 2020 and 2019, of ¥19,229 million ($176,686 thousand) and ¥38,103 million, respectively, include intersegment

eliminations of assets and liabilities of ¥151,149 million ($1,388,855 thousand) and ¥184,580 million, and corporate assets which are not allocated to each reporting segment of ¥131,920 million ($1,212,169 thousand) and ¥146,477 million, respectively.

(3) Reconciliations of investments in entities accounted for using equity method at March 31, 2020 and 2019, of ¥8,045 million ($73,925 thousand) and ¥9,252 million, respectively, are investments which are not allocated to each reporting segment.

(4) Reconciliations of increases of tangible and intangible fixed assets at March 31, 2020 and 2019, of ¥1,179 million ($10,833 thousand) and ¥132 million, respectively, include the Company’s capital investment.

Segment profit is reconciled with operating profit in the consolidated statement of income. As described in Note 3, “Accounting Changes,”certain subsidiaries, which apply International Financial Reporting Standards, adopted IFRS 16 Leases (IFRS 16) from the

fiscal year ended March 31, 2020. In line with this adoption, lessees, in principle, recognize all leases as assets and liabilities on the balance sheet. In addition, the effect of this application on segment information is immaterial.

49

FINANCIAL SECTION


[Related Information about Reporting Segments]

(1) Information about Products and Services

Operating revenues from customers for the years ended March 31, 2020 and 2019, were as follows:

Millions of Yen

2020 2019

TA-Q-BIN Kuroneko DM-Bin Other Total TA-Q-BIN Kuroneko DM-Bin Other Total

¥1,164,287 ¥61,416 ¥404,444 ¥1,630,147 ¥1,139,438 ¥69,678 ¥416,199 ¥1,625,315


2020

TA-Q-BIN Kuroneko DM-Bin Other Total

$10,698,219 $564,329 $3,716,288 $14,978,836

(2) Information about Geographical Areas

Operating revenues for the years ended March 31, 2020 and 2019, were as follows:

Millions of Yen

2020 2019

Japan North America Other Total Japan North America Other Total

¥1,599,373 ¥11,517 ¥19,257 ¥1,630,147 ¥1,595,703 ¥12,212 ¥17,400 ¥1,625,315


2020

Japan North America Other Total

$14,696,063 $105,829 $176,944 $14,978,836

Property, plant and equipment at March 31, 2020 and 2019, were as follows:

Millions of Yen

2020 2019

Japan North America Other Total Japan North America Other Total

¥421,921 ¥403 ¥1,512 ¥423,836 ¥427,384 ¥385 ¥1,149 ¥428,918


2020

Japan North America Other Total

$3,876,881 $3,704 $13,889 $3,894,474

(3) Information about Loss on Impairment of Long-Lived Assets by Reporting Segments

Loss on impairment of long-lived assets by reporting segments for the years ended March 31, 2020 and 2019, were as

follows:Millions of Yen

2020

Delivery BIZ-LogisticsHome

Convenience e-Business Financial Autoworks Other TotalEliminations or

Corporate Consolidated

L oss on impairment of long-lived assets ¥267 ¥678 ¥46 ¥991 ¥991

Millions of Yen2019




L oss on impairment of long-lived assets ¥546 ¥265 ¥1,276 ¥2,087 ¥2,087

Thousands of U.S. Dollars2020




L oss on impairment of long-lived assets $2,450 $6,225 $425 $9,100 $9,100


50

FINANCIAL SECTION


18. SUBSEQUENT EVENTS

a. Transactions under Common Control

At the meeting held on January 23, 2020, the Board of Directors resolved to reorganize the Company’s management struc-

ture from that of a pure holding company to that of an operating company, upon conducting an absorption-type merger and

absorption-type split involving eight consolidated subsidiaries, including Yamato Transport Co., Ltd., on April 1, 2021.

On the other hand, to avoid problems such as delays in various procedures due to the effect of the spread of COVID-

19, resolutions were made at a meeting of the Board of Directors held on May 15, 2020, to change the details of absorp-

tion-type merger and absorption-type split, to remove the Company from the parties of the said reorganization, and to

perform reorganization involving the absorption-type merger and absorption-type split between Yamato Transport Co.,

Ltd., which is a consolidated subsidiary of the Company, and seven consolidated subsidiaries, including Yamato Logistics

Co., Ltd. and Yamato Global Logistics Japan Co., Ltd.

Outline of Business Combination

(1) Absorption-type merger in which Yamato Transport Co., Ltd. is the surviving company

Name and business of the companies involved in the business combination

Surviving company

Name: Yamato Transport Co., Ltd. (“YTC”)

Business: Small parcel delivery services for the general public and corporations (TA-Q-BIN, Kuroneko DM-Bin, etc.)

Dissolving company

Name: Yamato Global Express Co., Ltd. (“YGX”)

Business: Small parcel delivery services for corporations (domestic air cargo transport business, etc.)

Name: Yamato Logistics Co., Ltd. (“YLC”)

Business: Logistics services for corporations (total support services including logistics, medical products distribution ser-

vices, maintenance support service, and recall support service)

Name: Yamato Global Logistics Japan Co., Ltd. (“YGL”)

Business: International air cargo service, handling of marine cargo, import/export customs clearance services, overseas

lifestyle support services including international moving, fine art transport business

Name: Yamato Packing Service Co., Ltd. (“YPC”)

Business: Packing / cargo transportation services

Name: Yamato Packing Technology Institute Co., Ltd. (“YPTI”)

Business: R&D and sale of packaging containers and materials

Name: Yamato Financial Co., Ltd. (“YFC”)

Business: Settlement services targeting business customers and general consumers (TA-Q-BIN Collect service, Internet

total settlement service, etc.)

Date of the business combination

April 1, 2021 (planned)

Legal form of the business combination

Absorption-type merger with YGX, YLC, YGL, YPC, YPTI and YFC as dissolving companies and YTC as the surviving

company

Name of the company after the business combination

The name will not change.

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(2) Absorption-type split in which Yamato Transport Co., Ltd. is the successor company

Name and content of business involved in the business combination

Name: Web-based Mail Order Solution Business of Yamato System Development Co., Ltd. (“YSD”)

Content: Offering a package consisting not only of services related to launch of a mail order business, but also, to

fully support the customer’s business, creating a tailor-made IT system and managing it

Name: Regional Operation Management Department of YSD

Content: Sales department

Date of the business combination

April 1, 2021 (planned)

Legal form of the business combination

Absorption-type split with YSD as the absorbed company and YTC as the successor company

Name of the company after the business combination

The name will not change.

(3) Outline and purpose of business combination

The Company has formulated the transformation plan “YAMATO NEXT100.” This plan has been formulated as a grand

design, which is the framework of the next medium-term management plan, based on the results and challenges of the

current medium-term management plan “KAIKAKU 2019 for NEXT100” and changes in the external environment.

Based on this plan, in April 2021, the Company will shift its current management structure into a management structure

comprised of four Business Divisions (Retail, Regional Corporate, Global Corporate, and EC) and four Functional Divisions,

with the objective of reforming the current system of partial optimization of functional units to a fully optimized organization

structured according to customer segments to further improve the speed of management.

Outline of accounting treatment applied

The transaction will be accounted for as a transaction under common control in accordance with ASBJ Statement No. 21,

“Accounting Standard for Business Combinations,” and ASBJ Guidance No. 10, “Guidance on Accounting Standards for

Business Combinations and Business Divestitures.”

b. Appropriations of Retained Earnings

The following appropriation of retained earnings at March 31, 2020, was approved at the Company’s Board of Directors

meeting held on May 20, 2020:


Year-end cash dividends, ¥ 26.00 ($0.24) per share* ¥10,016 $92,030

* The dividend per share of ¥26.00 ($0.24) includes commemorative dividends of ¥10.00 ($0.09) for the 100th anniversary since the Company’s founding.


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Independent Auditor’s Report

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Independent Auditor’s Report

54

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Global NetworkAs of March 31, 2020

Americas

Canada

United States of America

Mexico

Europe

France

Germany

Spain

United

KingdomNetherlands

Hungary

Italy

Belgium

Asia

China

India

Vietnam

Indonesia

PhilippinesMyanmar

Malaysia

Taiwan

Shanghai

Hong Kong

Singapore

South Korea

Thailand

Europe

Asia

Americas

Cambodia

Czech Republic

COMPANY INFORMATION

27overseas subsidiaries25countries and regions of operation (including representative offices and branch offices)

Countries and regions with local subsidiaries

Countries and regions with representative offices and branch offices


0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

322020

112111098765432112111098762018 2019

54321121110982017

7654

0

10,000

20,000

30,000

0

1,000

2,000

3,000

4,000

322020

112111098765432112111098762018 2019

54321121110982017

7654

Corporate Data / Stock InformationAs of March 31, 2020

Company Name


Head Office

16-10, Ginza 2-chome, Chuo-ku, Tokyo

104-8125 Japan

Telephone: 81-3-3541-4141

Facsimile: 81-3-3543-3361

Established

November 29, 1919

Registered

April 9, 1929

Paid-in Capital

127,234,791,077 yen

Website

https://www.yamato-hd.co.jp/english/

Fiscal Year

From April 1 to March 31

Common Stock

Authorized: 1,787,541,000 shares

Issued: 411,339,992 shares

Stock Exchange Listing

Tokyo Stock Exchange

Transfer Agent and Registrar

Mizuho Trust & Banking Co., Ltd.

General Meeting of Shareholders

Held in June

Auditor

Deloitte Touche Tohmatsu LLC

Principal ShareholdersPercentage of total shares outstanding

(excluding treasury shares)

The Master Trust Bank of Japan, Ltd. (Trust Account) 12.15%

Japan Trustee Services Bank, Ltd. (Trust Account) 7.99%

Yamato Employees’ Shareholding Association 5.78%

Nippon Life Insurance Company 3.83%

Meiji Yasuda Life Insurance Company 3.72%

UBS AG LONDON A/C IPB SEGREGATED CLIENT ACCOUNT 2.92%

Mizuho Bank, Ltd. 2.66%

Yamato Trading-Partner Shareholding Association 2.19%

Japan Trustee Services Bank, Ltd. (Trust Account 5) 1.76%

JP MORGAN CHASE BANK 385151 1.62%

Total 44.61%

Stock Price Range / Trading Volume (Tokyo Stock Exchange)(Yen) (Yen)

(Thousands of shares)

Stock price range (left scale) Nikkei stock average (right scale) Trading volume (left scale)

COMPANY INFORMATION


16-10, Ginza 2-chome, Chuo-ku, Tokyo104-8125 JapanTelephone: 81-3-3541-4141Facsimile: 81-3-3543-3361

Printed in JapanPublished in September 2020

–grand design– · companies act that affect financial and accounting matters are summarized...

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